Skills Active
Sport & Recreation Industries Workforce Scan 2017
0508 4SKILLS (475 4557)
www.skillsactive.org.nz
Sport &
Recreation
Industries
Workforce
Scan 2017
Active Careers through
On-Job Qualifications
Role
Skills Active Aotearoa Ltd is the industry training organisation (ITO) for the sport, exercise, community
recreation, outdoor recreation, dive and snow sport industries.
Skills Active also carries out standard-setting and qualification development work in some areas of the
performing arts industry*
*In 2016, Skills Active applied to the Tertiary Education Commission for gazetted scope for this industry
Skills Active Workforce Scan 2017
Role and Purpose 1
Vision
Values
Our industries’ first choice as a
partner for workforce development.
Our actions will be driven by our core values:
we do
what is right
Purpose
we are true
to ourselves
we demonstrate
respect and care
To build a highly qualified workforce in the sport, exercise,
community recreation, outdoor recreation, dive and snowsport
industries, leading to productive and sustainable organisations that
provide quality services to New Zealanders.
Approach
We will be leaders and role models of:
BICULTURALISM
2 Role and Purpose
SERVICE
EXCELLENCE
Skills Active Workforce Scan 2017
CONTINUOUS
IMPROVEMENT
Skills Active Workforce Scan 2017
Role and Purpose 3
Strategic Outcomes
Is recognised as the one-stop-shop for planning,
developing and supporting careers in our industries.
Contents
Message from the Chair6
Introduction from the Chief Executive
7
Executive Summary 8
Continues to grow as a strong organisation;
relevant and valued by our industries and
supported by all our stakeholders.
Leads and innovates workforce development
in our industries.
Structure of the Workforce Scan
10
Stakeholders 12
Part One: Industry Scans 14
Summary of Industry Scans14
Workforce solutions are developed that
are led and endorsed by industry.
Total Sport and Recreation Industry Scan
16
Exercise Scan26
Sport and Community Recreation Scan
38
Outdoor Recreation Scan52
Snowsport Scan66
Strategic Themes
Our strategic outcomes will be achieved through our actions targeting the following
themes:
Performing Arts Scan 78
Part Two: Workforce Transformation in Action 92
Purpose of the Skills Active Workforce Action Plan
94
Strategic Context 94
Delivering the Workforce Action Plan
96
Workforce Action Plan98
4 Role and Purpose
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Contents 5
Message from the Chair
E ngā mana, e ngā reo, e ngā tini kārarangamaha, tēna koutou, tēna koutou, tēna
koutou katoa.
Me tuku atu reo hakamoemiti ki Te Runga Rawa.
Tuarua, e mihi kau ake ana ki wā tātou mate. Haere, haere, haere atu rā. Rātou te
hunga mate ki a rātou, ka huri, ka puta atu nei i te mate ki a tātou nga kanohi ora o
rātou mā.
I meatia nei i roto i nga karaipiture, mei kore te tirohanga whakaanga ka matemate noa
atu te iwi.
Nō reira, ko te kaupapa e tuhituhingia ana nei, he tirohanga ma tātou kia kite ai te
huarahi anga mua kia whai ake nei i nga hua tika. Panuitia, kia marama mai ki enei
hua i kārerohia ake nei.
The 2017 Workforce Scan represents a huge effort from our staff, stakeholders
and partners. This document gives a big picture view of our industries, and is
intended to help those industries develop a vision for their future based on a clear
understanding of the landscape in which they operate.
Here at Skills Active, the Workforce Scan gives us another tool to sharpen our focus
on the industries we serve, and continue to improve the services we provide to
employers, professionals, students and volunteers, through on-job training and
qualifications.
We are keen to continue working with our industries to maintain and grow this pool
of knowledge, as part of our joint pursuit to build a highly skilled and developed
sport and recreation workforce.
Nō reira, ka nui āku nei kōrero mā tēnei wā tonu nei.
Mauri ora ki a tātou katoa
Sam Napia
Skills Active Board Chairman
6 Message from the Chair
Skills Active Workforce Scan 2017
Introduction from the Chief Executive
Kia ora and welcome to the Skills Active
Workforce Scan for 2017. The report
before you represents an authentic and
far-reaching portrait of New Zealand’s
sport and recreation and performing arts
workforce, and the opportunities and
challenges presented by this diverse,
dynamic group of industries.
For New Zealanders, keeping fit,
competing with peers, having fun and
enjoying the outdoors are national
pastimes. Our industries exist to enable
these activities, support and teach people
taking part in active recreation pursuits,
guide them as they explore our beautiful
environment, and keep them safe as they
do so.
Our industries are continuing to grow
and support New Zealand’s economy.
According to the latest data, they are made
up of more than 22,500 organisations,
each employing 3.3 staff on average.
The sport and recreation industry
contributed $4.93 billion to the New
Zealand economy in 2015, employing over
75,000 people, supported by over one
million volunteers. Our labour productivity
has grown by 0.4% per annum over the
past five years and average earnings in
our industry have grown 2.4% in the
last five years to $48,177. Another 2,500
people were employed in the snowsport
industry and over 25,000 in the performing
arts industry, whose data we have kept
separate in this report.
What is more difficult to truly show
through the data is the contribution
that sport, recreation and performing
arts professionals continue to make to
the hauora or overall wellbeing of New
Zealanders, through physical health,
psychological health, time spent in
nature, community-building and social
cohesion. We strive to rank high up on the
list of priorities for every New Zealander
– taking part in sport, recreation and the
performing arts should be right up there
behind family and work.
“The sport and recreation
industry contributed $4.93
billion to the New Zealand
economy in 2015, employing
over 75,000 people.”
The work of sport, recreation and
performing arts professionals is woven
into the fabric of the New Zealand national
psyche. So in order to perform this critical
role, our workforce must be highly skilled,
fully engaged, and future-proofed. That
means we need to carefully evaluate and
analyse the workforce we have, and plan
for the workforce we will need in the
coming years.
Some of the issues touched on by this
report include the large number of parttime, volunteer and seasonal jobs in
our industries; pay rates lower than the
national average; lower representation
among Māori, Pasifika and Asian
populations; and a younger workforce with
fewer qualifications and a higher rate of
attrition.
What sort of workforce is needed for the
future? And how do we get there?
Like all of the other work that we do
in conjunction with our partners and
stakeholders, this report calls back
to our core purpose at Skills Active.
We are striving to promote visible and
desirable sport, recreation and performing
arts career paths, to develop worldclass qualifications, and to foster high
achievement throughout our industries
– ultimately leading to a productive and
sustainable industry that provides quality
services to New Zealand.
We hope you find value in this piece of
work, and we would love to hear your
feedback. It’s only through working
together with industry that we can
continue to build a strong, sustainable
workforce that serves as the engine room
for sport, recreation and performing arts,
driving forward a fit, happy and healthy
New Zealand.
Grant Davidson
Chief Executive
Through extensive qualitative and
quantitative research, we are able to
present you with this accurate and up-todate resource that addresses a range of
questions about the complex nature of our
industries: How do they function? What is
the landscape in which they operate? What
is the nature of the existing talent pool?
Skills Active Workforce Scan 2017
Introduction from the Chief Executive 7
Executive Summary
The sport and recreation industries are in good health.
Employing over 75,000 people and contributing
approximately $4.93 billion to the economy in 2015, physical
activity represents a significant value to the country. The
industry’s GDP per full-time equivalent was $77,480, up
0.6%. Including snowsport and performing arts, our
industries employ over 100,000 people and contribute
more than $7 billion to the economy.
At a community and individual level, our industries
deliver positive change to personal health, wellness and
engagement.
Employment by Age
In this report, we have completed detailed “scans” of the
industries Skills Active works with, in order to understand
both the current and future opportunities and challenges
present in our industries. This document provides
information, context and food for thought for those working
in the industry, but also for those who are interested
participants, volunteers and contributors.
15–19
Skills Active’s aim is the development of a highly qualified
workforce delivering the best services and experiences to
New Zealanders. Therefore, this report also explores the
training and wider workforce development needs, for the
industry to address the findings highlighted.
20–24
25–29
30–34
Sport and Recreation
35–39
40–44
45–49
50–54
55–59
60–64
65+
Total Economy
Economic Contributions
Employment by Gender
Sport and Recreation
Male 52%
Female 48%
Total Economy
4.93B
$
2.25% of New Zealand’s GDP in 2015
Male 53%
Female 47%
Regional Employment and Growth
Auckland
Canterbury
Reigon
Wellington
Reigon
Waikato
Reigon
Rest of
New Zealand
2005
36% – 24,263
13% – 8,911
13% – 7,968
8.4% – 5,699
30.4% – 20,769
2015
33.7% – 25,272
13% – 9,634
12% – 9,072
9.3% – 6,947
32% – 24,112
Total Employment
2005
67,610
8 Executive Summary
Skills Active Workforce Scan 2017
2015
75,037
Skills Active Workforce Scan 2017
Executive Summary 9
Structure of the Workforce Scan
Methodology and Data
Part One: Industry Scan
This report updates the Workforce Scan 2016. To
prepare this resource, Skills Active commissioned
research, carried out surveys of workplaces, and
collated data from industry partners. These efforts
encompassed both quantitative (surveyed data and
statistics) and qualitative research (interviews and
case studies), resulting in the findings outlined in this
document.
Part one of this document profiles the sport and
recreation industry as a whole, and then delves into
individual profiles of the five industries that Skills Active
works with. These are:
Statistical data in this report was sourced from
Infometrics, unless otherwise specified, and was
current as at 9 September, 2016. All other sources
for the data are footnoted throughout the document.
When reading this information, please note:
Sport and Community
Recreation
Exercise
Outdoor Recreation
Snowsport
Performing Arts
• Snowsport:
Due to the seasonal nature of the snowsport
industry, the Infometrics data is not suitable for use
as it relies on census data captured in March when
no ski fields are operating. Snowsport data has been
collected directly from industry, through a survey
distributed by the Ski Areas Association of New
Zealand (SAANZ) in late 2015 and again in 2016.
• Performing Arts:
Skills Active has recently begun working with this
industry. We will launch research initiatives in
the near future to develop a more comprehensive
analysis of the performing arts workforce. The
statistical data for performing arts in this report is
sourced from Infometrics.
• “Total Sport and Recreation” figures:
These figures comprise exercise, sport and
community recreation, and outdoor recreation
industry data. The data also includes some sport
and recreation occupations which did not fall neatly
into those three industries. These are labelled ‘panindustry’ occupations in this report.
The ‘total sport and recreation’ figures do not
include performing arts and snowsport. Data on
these industries is provided separately in their
respective industry scan sections.
Some data discrepancies were identified in the 2016
Workforce Scan. These discrepancies have been
addressed. Although every care has been taken in the
preparation of the information in this document, Skills
Active cannot accept any legal liability for any errors,
omissions or damages resulting from reliance on the
information in this document.
10 Structure of the Workforce Scan
The workforce profiles in the scan are broken down as below:
Introduction
Industry Profile
Workforce Profile
Impact
Participation | Economic
Tourism | Health | Social
Trends / Issues / Risks
Political | Economic | Social |
Technological
Training Environment
Part Two:
Workforce Action Plan
The findings of this scan and the 2016 scan have
identified workforce trends, issues and risks that
the industries are facing. Part two of this document
outlines Skills Active’s response to these industry
landscapes, via the Workforce Action Plan.
Initiatives in this action plan include designing fitfor-purpose qualifications, delivering these to the
workforce in innovative ways, and giving workplaces
tools to identify and respond to skill deficits in their
staff, so they can grow their businesses.
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Structure of the Workforce Scan 11
Stakeholders
Industries
To address the findings in this report, we need a whole-of-industry
response. Skills Active works with a diverse group of stakeholders from
government, regulators and funders to employees, volunteers and
participants. Our stakeholders make up the backbone of the industry,
providing experiences to local and visiting populations that are well
planned, managed, promoted and delivered. The stakeholder map
illustrates some of the key stakeholders working across our industries.
Exercise
Sport and Community
Recreation
Outdoor Recreation
Snowsports
Performing Arts
Local Govt
MBIE
Sport NZ
NZQA
DOC
Tourism NZ
TEC
MoE
Ministry of Culture and
Heritage
Government,
Regulations & Funding
Skills Active Aotearoa
NZRA
NZMSC
Examples of National
Organisations
Exercise NZ
REPs NZ
PT Council
NZRA
Sport NZ
PENZ
Sportnet
NROs
Water Safety NZ
NSOs
YMCA
NZOIA
NZ Rivers
Association
TIANZ
NZ Dive Council
LandSAR
EONZ
NZ Snowsports
Council
Creative NZ
ETNZ
SAANZ
EVANZ
NZSIF
NZSIA
DANZ
Performing Arts
Groups
NZMGA
Christian
Camping
Uniform Groups
RSTs
Examples of Operators
& Employers
Employees, Volunteers,
Education Providers &
Participants
RSOs
Private Event
Companies
Commercial/
Tourism
Operators
Schools
Leisure Clubs
Snowsport Areas
Enterainment
Venues
Sports Clubs
Out of School
Care Providers
Uniform Groups
Recreation
Centres
Personal Trainers
Outdoor
Educators
(Non–Profit)
Tourism
Operators
Performers
Swimming Pools
Community
Organisations
Local Govt
Local Iwi Groups
Schools
Gyms
Māori Sports
Safety Auditors
Guides
Technicians
Instructors
Technicians
Local Govt
Employees & Volunteers
Education Providers
Participants
12 Stakeholders
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Stakeholders 13
Exercise Scan
6,674 people were
employed in the industry
in 2015
The fitness and exercise industry is a highly competitive market, with over 400
health and fitness centres in New Zealand. Operators are quick to react to
changing user demands, with strong growth in emerging areas such as 24-hour
facilities, hard-core classes and technology-assisted exercise. 6,674 people were
employed in the industry in 2015, or 0.3% of the national labour force. Industry
headcount is predicted to climb to 8,117 employees by 2020.
PART 1:
Summary of
Industry Scans
Outdoor Recreation Scan
Outdoor educators
and leisure groups
both rely heavily on
their volunteer base
Strongly associated with the ‘kiwi identity’, outdoor recreation is made up of the
leisure, recreational and sporting activities that offer locals and tourists alike so
much enjoyment, including tramping, camping, biking and boating and adventure
tourism activities. The outdoor recreation industry comprises outdoor educators,
commercial outdoor operators and leisure groups. In 2015, those three groups
represented 2,596 businesses, employing 10,367 people. Outdoor educators and
leisure groups both rely heavily on their volunteer base, and on government and
philanthropic funding.
Snowsport Scan
Total Sport and
Recreation Scan
The sport and recreation industries are complex and diverse, with over 25,500
operators – most of which are small-to-medium businesses. On average, operators
employed 3.3 people in 2015; compared to the average business unit in the wider
economy, which employed 4.3 people in the same year. A smaller number of
businesses in the industry are large employers, such as councils and ski area
operators, which employ considerably more people.
Encompassing skiing, snowboarding and cross-country skiing, the snowsport
industry is a key driver of local and international tourism. The snowsport industry
is commercially focused, employing approximately 2,500 full-time (seasonal)
workers. A season’s success is dictated by the presence of snow, but with
improved snowmaking technology and support, the season now lasts up to 16
weeks. Snowsport operators are also looking for opportunities to manage the
return on their investment in facilities by building towards year-round opening,
with summer activities like mountain biking, luging, guided walks and star-gazing
starting to come into play.
In excess of 1,000,000
adults volunteered in
2013-14
Sport and Community
Recreation Scan
Sport and community recreation can be divided into facilities (indoor and
outdoor); programmes and events; and coaching/officiating/athletes. Spanning
public, not-for-profit and private organisations, the industry employed 32,944
people in 2015.
There is a large part-time and volunteer base (in excess of 1,000,000 adults
volunteered in 2013-14) that supports the industry, which can present challenges
in regards to turnover of personnel.
14 Summary of Industry Scans
Skills Active Workforce Scan 2017
The performing arts
industry contributed
$2.088 billion to GDP
in 2015.
Performing Arts Scan
Skills Active has recently begun to service this industry. Where possible and
relevant, we have included information and context on the performing arts
workforce in this document. The industry contributed $2.088 billion to gross
domestic product (GDP), or 1% of the total, in 2015.
Skills Active Workforce Scan 2017
Summary of Industry Scans 15
Total Sport and Recreation
Industry Scan
Introduction
The sport and recreation industries are complex for their size. Work arrangements
that include full-time, part-time, volunteer and seasonal work are further
complicated by low pay rates, high staff turnover and a younger worker profile,
providing a unique set of challenges for the industry.
Despite these challenges, the sport and recreation industry has seen consistent
growth in the past decade. Employment rose by 9.9% between 2005 and 2015.
This amounted to an increase of 7,427 jobs, to 75,037 in 2015. This strong growth is
expected to continue in the future, with an increase of 9.4% expected over the next
five years.
Industry profile
The sport and recreation industries are multifaceted, with over 25,500
organisations, of which most are small-to-medium businesses. On average,
operators employed 3.3 people in 2015, compared to the average business unit
in the wider economy, which employed 4.3 people in the same year. A smaller
group of businesses in the industry are large employers, such as councils that may
employ hundreds of people.
The operators range from successful businesses through to not-for-profit
incorporated societies and charitable trusts. Other than the snowsport industry,
which is primarily made up of commercial enterprises, the industries tend to have
a blended objective of profit and social outcomes.
16 Total Sport and Recreation Industry Scan
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Total Sport and Recreation Industry Scan 17
Organisation
Types
In addition to the mixed-delivery model blending profit and purpose, operators often cross boundaries
in terms of what they deliver. For instance, it is common for councils to offer exercise, community
recreation and sporting opportunities from various facilities that they either manage or own. Other
examples include the likes of a fitness centre that provides access to a gym and trainers, but also offers
members opportunities to participate in corporate sport leagues.
Exercise
Sport and Community Recreation
Services and
Activities
A significant number of the incorporated societies and charitable trusts within the industry deliver
personal development opportunities to young people. Examples include over 15,000 sports clubs, 18
regional sport trusts and 70 Christian camps. Most of these organisations are reliant on government,
gaming and philanthropic funding. As a result, they tend to employ fewer paid staff and often heavily
depend on volunteers.
Exercise
Outdoor Recreation
Commercial Operators
Group Classes
City, District & Regional Councils
Personal Training/Guiding/Coaching
Schools
Education
Community Groups
Competitions
Regional Sports Trusts
Refereeing/Judging
National Sports Organisations
Event Management
Wholesalers & Retailers
Professional Athletes
Rental Shops
Indoor Facilities Management
Entertainment Venues
Professional Athletes
NGOs
Outdoor Facilities Management
Non–Profit
Personal & Social Development
Charitable Trusts
Recreation Events
Philanthropic Trusts
Tourism/Sightseeing
Sport and Community Recreation
Outdoor Recreation
Entertainment
Equipment Hire
Mahi Hauora
Te Ao Tūroa
Toi Māori
Māori Sports & Cultural Events
18 Total Sport and Recreation Industry Scan
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Total Sport and Recreation Industry Scan 19
Regional Employment
Workforce Profile
The table below shows the total number of people in paid employment across the industries we work with. In 2015 employment
reached 75,037.
34%
Auckland
25,272
Total Employment by Sector
(paid employees)
Exercise 6,674
9.3%
Sport and Community Recreation 32,944
Waikato
6,947
Outdoor Recreation 10,367
74.5
North Island
%
Pan-industry 25,052
Workforce Characteristics
Exercise
Sport & Community Recreation
Outdoor Recreation
Full–Time Employees
Part–Time Employees
12%
Self–Employed Contractors
Wellington Region
9,072
Professional Athletes
Volunteers
Seasonal Labour
Canterbury
9,634
South Island
25.8%
13%
Total Employment
2005 67,610 — 2015 75,037
Otago
6.6%
20 Total Sport and Recreation Industry Scan
4,916
Skills Active Workforce Scan 2017
High Turnover
Casual Labour
(Holiday Programmes)
While average earnings across the various industries have
increased over the past decade, in 2015 they were still 7-15%
behind the average earnings in the total economy. The reality is
that the part-time and often seasonal nature of the industry sees
many earning less than this. The figures are also skewed by the
relatively high salaries paid to professional sportspeople, high
performance coaches and sport and recreation planners and
policymakers.
The sport and recreation industry has an age profile similar to
that of the total economy. The average age of sport and recreation
professionals in 2013 was 41 compared to 43 in the total economy.
There were slightly fewer women than men working in the
industry; females accounted for 47.8% of the workforce.
The majority of people working in the sport and recreation
industries identify as Pakeha/NZ European (82.9%). People
identifying as Māori accounted for 11.3% of sport and recreation
workers in 2013. Pacific Peoples made up 4.2% of all those in the
sport and recreation industry in 2013. And the workforce has seen
steady growth in professionals who identify as Asian. The Asian
workforce grew from 6% in 2006 to 7.3% in 2013.
Skills Active Workforce Scan 2017
Total Sport and Recreation Industry Scan 21
Value to New Zealand
Sport and Recreation
44%
Participation
Male 52%
Female 48%
2,500,000 New Zealand adults take part in some form of physical
activity each week.4 Around 99% of youth take part in one or more
activities delivered by our industries, at least once a year.5
Female 47%
In addition to this local participation, significant numbers of
international tourists travel to New Zealand each year to ski or
undertake some form of outdoor adventure activity. Between 20092013 over a million international visitors participated in walking or
hiking during their visit to New Zealand. From June 2014 to July
2015, 70% of international visitors on holiday reported that they
spent time walking and tramping during their visit.6
Total Economy
Male 53%
56%
Over half of all New Zealanders take
part in some form of physical activity
each week
Overall Age
Sport and Recreation
15–19
20–24
Total Economy
25–29
30–34
35–39
40–44
45–49
50–54
55–59
60–64
70%
65+
OF INTERNATIONAL TOURISTS WALK AND TRAMP
Volunteers
Almost a million New Zealand adults1 and around 45% of all boys
and girls aged 10 to 182 volunteer in our industries each year. That
volunteer contribution was conservatively valued at $1.03 billion
in 2015.3
For many operators, volunteering is largely what sustains their
activities and ensures ongoing safe and enjoyable experiences
for their participants. This can place them under considerable
financial pressure to meet the cost of training and retaining those
volunteers. Just over 29% of all adults volunteer each year.
Kiwis love to volunteer their time
Just over 29% of all adults and approximately 45% of kids aged 10–18 volunteer each year.
This contribution is valued at $1,030 million.
= $1,030m
Economic
Work undertaken by Professor Paul Dalziel on behalf of Sport NZ
estimated the broadly defined the value added by the sport and
recreation industries in New Zealand in 2013 to be $3.6 billion or
1.9% of GDP.
Industry Contribution to Gross Domestic
Product in 2015
Exercise
$494m
This piece of research also found that physically active workers
are productive for an estimated 1.8 days more per year, on
average, than their inactive counterparts.7
Since the publication of Professor Dalziel’s work, there has been
increased central and local government investment into sport and
recreation, more investment by ski area operators, and increased
spending on marketing and promotion of events.
0.22% OF GDP
$2.379b
In 2015, the total sport and recreation contribution to GDP was
valued at $4.93 billion, or 2.25% of New Zealand’s GDP. When
the value of all volunteers is included in the total economic
contribution of sport and recreation that figure amounts to nearly
$6 billion in 2015.
By industry, the annual contribution to GDP was:
• Sport and Community Recreation – $2.379 billion which equates
to 1.08% of GDP. Up 3.9% from 2014.
• Exercise – $494 million which equates to 0.2% of GDP. Down
slightly by 0.2% from 2014.
Approx 6 in 20 Adults (18+)
Approx 9 in 20 Children
(10–18)
Sport and Community Recreation
• Outdoor Recreation – $742 million which equates to 0.34% of
GDP. Down slightly by 0.1% from 2014.
1.08% OF GDP
Outdoor Recreation
$742m
0.34% OF GDP
Total Sport & Recreation Industry
$4.93b
2.25% OF GDP
Pan Industry
$1.315b
0.61% OF GDP
1
3
Sport NZ, Active NZ Survey, 2013/2014 2 Sport NZ, Young People’s Survey, 2010/2011
Paul Dalziel for Sport NZ, AERU, Lincoln University, The Economic and Social Value of Sport and Outdoor Recreation to New Zealand: Updated Data, 2015
22 Total Sport and Recreation Industry Scan
Skills Active Workforce Scan 2017
4
7
Sport NZ, Active NZ Survey, 2013/2014 5 Sport NZ, Young People’s Survey, 2010/2011 6 MBIE, International Visitor Survey, 2015
Paul Dalziel for Sport NZ, AERU, Lincoln University, The Economic an2d Social Value of Sport and Outdoor Recreation to New Zealand: Updated Data, 2015
Skills Active Workforce Scan 2017
Total Sport and Recreation Industry Scan 23
Tourism
Social
All the industries Skills Active works with, with the exception of
exercise, make substantial contributions to either international or
domestic tourism.
New Zealand’s successful bids to host a number of global sporting
events in the past decade (including rugby, cricket, mountain
biking, triathlon and U20 football events) have seen a steady
stream of international tourists arriving on our shores. The
2011 Rugby World Cup saw 133,000 tourist arrivals from July to
October in that year, with an associated tourist spend of $387
million.8
Outdoor adventure activities continue to be high on the wishlist
of many international tourists and are a key component of the
attractiveness of destinations like the Queenstown Lakes District
and Rotorua. While the majority of international tourists go
walking or tramping while they are here, over one-third of visitors
to New Zealand in 2014/2015 also reported taking part in other
outdoor recreation activities during their trip.9
Many fitness centres and clubs are also recognising the benefits
of providing social events, outside of the standard services they
offer, to encourage, support and motivate across all of their
customers.
Health
Physical activity can help people live longer, healthier lives. The
benefits of physical activity for human populations are recognised
worldwide. Lack of physical activity is also one of the most
significant drivers of heart disease, stroke, cancer and other
leading causes of death in this country.10
There have been a number of government-funded interventions
over the years supporting increased physical activity for good
health outcomes. An example of this was the Sport NZ’s Push Play
campaign that ran from 1999 to 2009, which aimed to get New
Zealanders into more active lifestyles.
In 1998 Sport NZ launched the Green Prescription, a primary
health initiative that enables GPs and practice nurses to refer
patients to access support to increase their physical activity. The
Green Prescription continues to be widely adopted by medical
professionals across New Zealand.
Low levels of physical activity have been highlighted in New
Zealand over the last few decades. The Ministry of Health’s
New Zealand Health Strategy 2016 signals an ongoing push for a
collaborative approach to health promotion, rehabilitation and
disease and injury prevention.11
The sport and recreation industries are bringing people together.
An increasing demand for efficiencies and cost savings has seen
the Sportville or ‘hubbing’ concept adopted throughout New
Zealand. This sees a number of different communities and groups
(ranging from sport and exercise to community recreation and
non-active recreation), all housed in the same space. It pulls
communities together in much the way traditional sports clubs
used to do.
With increasing rates of inactivity-related health conditions, there
is growing pressure on our industries to step up to the challenge
of bringing those figures down, by offering a wide range of
physical activities to get all New Zealanders moving.
Evidence supports the positive impact of physical activity on
youth offending. The NZ Institute of Economic Research argues
that physical activity allows youth to expend energy, that it
removes them from at-risk subcultures, and that it can reduce risk
factors such as a lack of social skills and lack of motivation.14
The social benefits of sport and recreation also include leadership
development and experiential learning opportunities. Education
Outside The Classroom (EOTC) is part of the national curriculum
and is used as a tool for learning in all areas of the curriculum, not
just health and physical education (PE).
There are increasing numbers of older people who wish to remain
physically active. With this comes an increased demand for
recreation, exercise and aquatics training and qualifications for
the aged care workforce.
According to the Ministry of Health, Māori and Pasifika adults
are 30% more likely to be physically inactive than non-Māori and
Pasifika adults respectively. The proportion of physically inactive
Māori adults almost doubled from 9% in 2006/2007 to 17%
in 2014/2015. Māori and Pasifika adults and children are overrepresented in the obesity-related health statistics (although the
rate of obesity among Māori children declined slightly in 2014/15).
Reported obesity rates were highest in Pasifika adults (66%) and
Māori adults (47%).13
As the burden of these disproportionate rates of ill
health become clear, more Māori and Pasifika
community leaders, iwi and church groups are
delivering exercise and physical activity
programmes for their people.
A regional study found that the premature deaths of 246 New
Zealanders in 2009 were caused by physical inactivity. It also
found that the total cost of physical inactivity was $1.3 billion in
2010, which at that time represented just less than 1% of New
Zealand GDP.12
“One in seven New Zealand adults are
physically inactive and have done less
than 30 minutes of physical activity
in the past week.” Ministry of Health.
MBIE, International Tourist Report, 2012 9 MBIE, International Visitor Survey, 2016
College of Public Health Medicine, press release, 2015 11 Ministry of Health, New Zealand Health
Strategy: Future Direction, 2016 12 Market Economics Limited for Auckland, Waikato and Wellington
Councils, The Costs of Physical Inactivity: Towards a Regional Full-Cost Accounting Perspective, 2013
13
Ministry of Health, New Zealand Health Survey: Annual Update of Key Results, 2015
8
10
24 Total Sport and Recreation Industry Scan
Skills Active Workforce Scan 2017
14
Skills Active Workforce Scan 2017
NZIER, Report to the Ministerial Taskforce on Sport, Fitness and Leisure, 2000
Total Sport and Recreation Industry Scan 25
–
Exercise
The primary job roles in this industry assist, support, lead or
instruct people taking part in exercise and fitness activities,
either as individuals or groups. A number of people in the
industry also go on to manage gyms, facilities or their own
businesses. Regular exercise empowers participants to get
fit and feel healthy, while also giving them an opportunity to
connect with those in the community with similar interests.
This all contributes to overall wellness.
Most services are offered through commercial gyms and
other facilities run as businesses; however, the number of
community-based exercise services, including iwi and church
groups, is increasing.
26 Exercise
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Exercise 27
Industry Snapshot
10%
20%
Employment by Age
15–19
20–24
25–29
30–34
Exercise
35–39
40–44
45–49
50–54
55–59
60–64
65+
Total Economy
Employment by Gender
Economic Contribution
494M
Fitness
$
Male 40%
Female 60%
GDP
Total Economy
0.22% of New Zealand’s GDP in 2015
Male 53%
Female 47%
Demographics of Employees
Regional Employment and Growth
6,674 people were employed in the industry in 2015
Canterbury
Auckland
Skills Active Workforce Scan 2017
55
Waikato
8.2%
Fitness
57%
321
1,8
Rest of NZ
27
%
Wellington
17%
1,1
781
31
28 Sport & Community Recreation
577
(2005)
10
The exercise industry is changing
as more community and non-profit
organisations enter the market.
76%
1,785
66
3
Total Economy
2
4
,51
38
%
9.8%
6
2015
-
1,222
Percent Full-Time in 2013
Skills Active Workforce Scan 2017
Exercise 29
Industry Profile
Workforce Profile
This dynamic industry is marked by a high level of competition
between providers, with a diverse and agile market made up
of boutique and niche businesses, small owner-operators,
nationwide chains and franchises, and council-owned or operated
facilities. The increasing interplay between the exercise industry
and the health sector has introduced a growing non-profit
segment to what has traditionally been a highly profit-driven
industry.
The Exercise Association of New Zealand estimates that there
are over 400 health and fitness centres in New Zealand. Around
one-third of those are individual activity specialist studios like
Pilates, yoga and personal training, with the balance made up of
more traditional centre models. Over 40 councils own or manage
fitness and exercise facilities, as do five out of the total 18 regional
sports trusts.
In addition, there are a substantial number of personal trainers
with either studios, home-based or outdoor businesses making
up a total of nearly 1,500 exercise industry businesses in New
Zealand in 2015.
The industry is quick to innovate and chase new markets, and the
uptake of new ideas and trends is rapid. Recent years have seen
explosive growth in 24-hour facilities like Jetts and Snap Fitness,
while high-intensity classes like CrossFit and outdoor boot camps
are popular and continue to grow.
Added to this are the unknown number of exercise-based
activities run out of churches, marae and community venues,
and groups led by private individuals involving activities such as
walking or jogging.
The use of new technology to provide users with individualised
programmes and workout data is now widespread. Wearable
devices and online personal training and group exercise classes
are now freely available. Some traditional companies have already
moved into this space providing members with at home ondemand classes, and are broadening the way in which services
have historically been delivered, including the use of social media
platforms.
PARTICIPANTS & MEMBERS
COMMERCIAL ORGANISATIONS
Local Authorities (Councils)
Typically within Leisure centres providing a
range of services including a gym. These may
be operated by the council, or by commercial
contractors such as CLM or not-for-profit
organisations such as the YMCA.
Gym chains, which have multiple branches (for
example Jetts, Les Mills, CityFitness, Anytime
Fitness etc.) Regional and local gyms, individual
personal training services, yoga studios, etc.
The exercise industry is tipped to
see strong labour force growth over
the next five years
Employment growth in the industry has outpaced many other
parts of the New Zealand economy, with an average annual rise in
employment of 3.2%, over the five years to 2015. This compares
with a figure of 1.3% in the total economy. The robust growth of
the exercise workforce is being driven by a growing market for
one-on-one instruction, an ageing population seeking to stay fit
and well through exercise, and a stronger emphasis on the role of
exercise in public health. These and other factors have spurred
a 57% increase in the number of fitness instructors over the 10
years to 2015.
Industry employment is predicted to continue with an average
growth rate of 3.6% per annum over the five years to 2020.This
compares to a predicted growth rate for the total economy of
1.7% per annum. Exercise industry employment is expected to
reach 8,117 by 2020.
FILLED JOBS IN INDUSTRY
OTHER
Community exercise providers including churches,
marae, community groups, walking groups, weight
loss organisations etc.
2005
Auckland
2015
-
38
%
1,785
2
Wellington
17
1,1
%
10
6,674 people were employed
in the industry in 2015. The
majority of people were
employed in:
• Wellington Region 17%
781
(2005)
• Canterbury Region 9.8%
TOTAL ECONOMY
FITNESS & EXERCISE
• Waikato Region 8.2%
55
66
577
Waikato
8.2%
321
27%
31
9.8%
3
6.5
%
6
1.2
%
1,8
Rest of NZ
Canterbury
In 2015, exercise industry businesses employed some 4.5 people
each, on average. This was slightly higher than the average level of
staffing for the economy as a whole, which was 4.3 people in 2015.
6,674
REGIONAL EMPLOYMENT AND GROWTH
• Auckland Region 38%
BUSINESS GROWTH
2015
4,548
4
,51
Business growth has averaged 6.5% per
annum, compared with an average 1.2%
growth per annum for the total economy
In 2015, there were 1,486 industry businesses, which amounts
to 0.3% of the total business units in New Zealand. This has
increased from 1,097 businesses five years earlier. The total
number of business units has grown strongly over the last 10
years, averaging 6.5% growth per annum, compared with an
average 1.2% growth per annum for the total economy.
There were 6,674
people employed
in the industry in
2015, representing
0.3% of the total
workforce.
There were 6,674 people employed in the exercise industry in
2015, or 0.3% of the national workforce.
1,222
AVERAGE GROWTH PER ANNUM 2010 - 2015
30 Exercise
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Exercise 31
Workforce Profile
GENDER
SKILL LEVEL
In 2015, 60% of exercise professionals were women. While this
is considerably higher in proportion than the 47% of females
employed in the total workforce, it is a decrease from 2010 when
63% of the exercise workforce was female.
MALE
FEMALE
40%
60%
TOTAL ECONOMY
FEMALE
47%
53
%
Average annual earnings for an exercise professional in 2015 were
$32,171, which is considerably less than the national average
earnings of $56,030. Average annual earnings in the industry have
grown at a slower pace (3.1%) than the total economy (3.6%) over
the past 10 years.
However, it’s important to note that exercise professionals
typically work shorter hours than the average for the total
TYPE OF EMPLOYMENT
In 2015, 17.3% of the industry was self-employed.
From an industry perspective, this may well reflect the increasing
number of personal trainers and businesses working outside of
traditional fitness centres and using parks and open spaces to run
their businesses.
Total Economy
76%
Fitness
57%
The market has also steadily moved towards using contracted
rather than permanently employed personal trainers and group
fitness instructors.
Percent Full-Time in 2013
In 2015, 17.3% of
the industry was
self-employed.
32 Exercise
Skills Active Workforce Scan 2017
Avril Ringrose
National Manager
CityFitness
Personal trainers, Pilates and yoga instructors can typically earn
$40 to $65 per hour, but will often work far fewer than 40 hours a
week.
19- and 25- to 39-year-olds employed in this industry, than in the
national labour force.
20%
Employment by Age
10%
This segment of the workforce has grown and for the first time
is now higher than the rate of self-employment for the total
economy (16.6%). The number of self-employed exercise
professionals has been increasing while the number of selfemployed people in the national labour force has been declining.
workforce. Only 39.3% of people in the exercise industry work
40 hours or more per week, compared to 62.5% of the total
workforce.
EMPLOYMENT BY AGE
The exercise industry is younger than the total workforce. There
are nearly twice as many 20- to 24-year-olds working in fitness
and exercise as in the total workforce. There are also more 15- to
Demographics of Employees
industry had a level 4 qualification or higher, compared to 45.7%
of the national labour force.
EARNINGS
EXERCISE
MALE
In 2013, there were fewer low-skilled workers in the industry
(15.9%) than the total economy (38.6%). 49.9% of people in the
15–19
20–24
Exercise
25–29
30–34
35–39
40–44
45–49
50–54
55–59
60–64
65+
Total Economy
Every day I go to work at a place where we are literally in the business of creating endorphins and making people’s lives better.
It’s important for us to be qualified because our clients need to know that the people giving advice on how to feel better about
themselves, know what they are talking about.
Our biggest challenge in this industry has always been that from the outside looking in, exercise seems like an easy career to
qualify in. But in truth, the hard work that goes on behind the scenes, thankfully weeds out all but those with the dedication and
passion the profession requires.
Skills Active Workforce Scan 2017
Exercise 33
Impact
Trends / Issues / Risks
PARTICIPATION
POLITICAL
Gym membership grew from 12.2% in 2007/08 to a national rate
of 15.3% in 2013/14. The increasing uptake of gym memberships
was particularly strong among Pasifika, among whom gym
membership rose by 6.8 percentage points to 21.5% - significantly
higher than the national rate of participation. Membership was
2.5pp higher among Māori (reaching 14.2%), and 2pp higher
among Pakeha (to 15.5%). Asian peoples was the only ethnic
group that showed a small decrease, down 0.8pp to 16.6%.15
• The Health and Safety at Work Act 2015:
With the new health and safety legislation coming into force
in 2016, the exercise industry faces an increased compliance
workload and more time spent identifying hazards and
documenting safe processes. Exercise professionals are
increasingly expected to have sound knowledge of health and
safety regulations and demonstrate a positive safety culture at
work.
Women had a significantly higher rate of gym membership (17%)
than men (13.7%).16
• An increasing government focus on health issues:
There will be opportunities for traditional businesses to expand
their health-focused income streams, as well as growing
demand for health providers to have trained exercise instructors
Gym membership
grew to a national rate
of 15.3%
Equipment-based exercise, which includes the use of weights
and machines like stationary bikes and treadmills, whether at
home or a gym, is one of the most popular physical activities
for New Zealanders, according to a 2013/14 study which found
that 743,000 New Zealand adults took part in equipment-based
exercise over a 12-month period.17
ECONOMIC
494M
$
The exercise industry contributed $494 million to New Zealand
GDP in 2015, or 0.2%. Over the five years to 2015, GDP in the
industry grew by an average of 3.5% per annum, compared to
a figure of 2.5% for the economy as a whole. However, year-onyear figures showed a slight decline in exercise industry GDP
contribution of 0.2% between 2014 and 2015.
Economic Contribution
GDP
0.22% of New Zealand’s GDP in 2015
HEALTH
A regional study found that the premature deaths of 246 New
Zealanders in 2009 were caused by physical inactivity. It found
that the total cost of physical inactivity was $1.3 billion in 2010,
which at that time represented just less than 1% of New Zealand
GDP.18
The health benefits of physical activity have been increasingly
promoted by health professionals in New Zealand since
the introduction of Green Prescriptions in 1998. The Green
Prescription is a primary health initiative which enables GPs and
practice nurses to refer patients to access support to increase
their physical activity.
Some 64% of patients who received a Green Prescription in 2015
had maintained an increased level of activity six months later,
according to a patient survey.19
As well as reducing risk factors for serious health conditions like
type 2 diabetes and cardiovascular disease, physical activity is
also linked with improved mental health20 and a reduced risk of
degenerative brain diseases such as dementia and Alzheimer’s.21
The Ministry of Health has made physical activity an important
part of its 2016 Health Strategy.
The health benefits of physical activity have been
increasingly promoted by health professionals in New
Zealand since the introduction of Green Prescriptions
in 1998.
SOCIAL
Group exercise classes, boot camps and community exercise
groups all provide an opportunity for people to gather and
socialise while keeping active.
Group exercise formats give participants the added motivation
and accountability of exercising alongside their peers while also
tapping into their own personal goals for self-improvement.
15
Sport NZ, Active NZ Survey, 2013/14
16
Sport NZ, Active NZ Survey, 2013/14
Inactivity: Towards a Regional Full-Cost Accounting Perspective, 2013
34 Exercise
19
17
Church, marae and community fitness programmes have grown
in the last few years. They provide lower-cost options for physical
exercise, and can deliver programmes for individuals, families
and communities in environments where they may be more
comfortable than they would be in traditional gyms.
Sport NZ, Active NZ Survey, 2013/14
18
on staff. The exercise industry has identified the need for
specialist training in servicing elderly clients and those with
health issues.22
• Higher expectations for cross-sector links, collaboration and
partnership with the health sector:
As the government continues to emphasise physical activity
as a response to obesity, a better understanding will be
required of this and other health conditions, and exercisebased approaches to addressing them. This has already
seen an increase in the number of multi-disciplinary groups
working together; for example physiotherapists working with
nutritionists and exercise professionals.
ECONOMIC
• Amalgamation and the dominance of a few:
Several of the large nationwide exercise brands are on a growth
path and are either opening new facilities, or acquiring existing
ones.
• Increased music licensing costs:
May adversely affect sole or small operations.
• Health and safety expectations:
New health and safety legislation is leading to increased
compliance and personal liability insurance costs.
• Market pressure:
Competition from rival businesses is one of the biggest
challenges cited by industry.23 Smaller exercise businesses are
finding that they have to change their service offering or pricing
model in order to stay competitive with bigger chains which
are using economies of scale to sell training at reduced costs.
Community-based initiatives are also adding market pressure to
traditional exercise settings.
SOCIAL
• Social media marketing:
Exercise businesses are increasingly taking to social media
to directly reach out to customers and potential customers
through a mixture of promotional messages and aspirational
fitness imagery.
• Mobility of clientele and work/family commitments:
Could challenge the model of traditional facility-based
operations.
• Community connectedness:
Increasing demand for group exercise with like-minded people,
or specific to ethnicity, age or health condition. This is already
driving an increase in the number of community-based group
exercise classes.
• Motivation styles:
People’s natural competitive streaks provide opportunities for
businesses to develop activities that fit this niche, across the
industry. Wearable exercise devices have successfully exploited
this style of competitive motivation, as have businesses such as
CrossFit and those delivering boot camp training.
TECHNOLOGICAL
• An increasing number of technological aids:
Fitness apps and gadgets continue to proliferate. There is a
risk that personal exercise technology such as FitBits may take
market share away from traditional exercise businesses. Some
have responded by integrating the technology into the services
they offer while others have ignored the new trend.
• Advances in online services:
Online formats such as on-demand streaming have opened up
an opportunity to provide more cost-effective training.
• Increasing use of smartphones and tablets:
This technology allows businesses to reach across and through
the industry, particularly to younger people.24 However, a
significant segment of exercise customer still favours more
traditional forms of information delivery. This may be due to
a lack of connectivity, cost or a lack of confidence with new
technology.
Market Economics Limited for Auckland, Waikato and Wellington Councils, The Costs of Physical
Research NZ, Green Prescription Patient Survey, 2016
20
Mental Health Foundation of New Zealand
Skills Active Workforce Scan 2017
21
Alzheimer’s New Zealand
22
Skills Active, Workplace Survey, 2015, 2016
23
Skills Active, Workplace Survey, 2016
24
Skills Active, Workplace Survey, 2016
Skills Active Workforce Scan 2017
Exercise 35
Training Environment
Over 40% of people working in exercise have a level 5 diploma or higher. Some 26.5% have a bachelor’s degree or higher. Both figures
are higher than the average for the total economy.
Exercise qualifications are available from numerous education providers including polytechnics, universities and private training
establishments.
On-job training remains an important part of the skills framework for the industry. For many employers in the industry, on-job training
is delivered in-house or in collaboration with other providers, such as industry training organisations.
BARRIERS TO INDUSTRY TRAINING AND QUALIFICATION COMPLETION10
Barriers to training and completing qualifications are mainly
linked to the make-up of the industry:
On this basis the main barriers to staff undertaking and
completing qualifications are:
• Small-to-medium businesses.
• Cost of training and assessment.
• Relatively young workforce.
• Busy schedules and multiple time commitments.
• High proportion of part-time and contract staff.
• Access to and availability of suitable training, qualifications and
assessors.
• Relatively low earnings but high expectations of younger staff.
• Lack of in-house assessment options in small organisations.
• Relevance of training.
• Quality of training.
• Limited workplace training capability and/or coordination.
CURRENT AND FUTURE SKILLS NEEDS11
The industry has identified the following current and future skill
needs:
• New technology and technical skills.
With changing demographics and the increasing focus on the
role of exercise in health, specific, cost-effective training in the
following areas will also be necessary:
• Interpersonal skills to deal with a breadth of people – health
professionals through to elderly clients.
• Customer service.
• Health and safety.
• Communication skills with different ethnic groups including
Māori, Pasifika and Asian.
• Management and supervision.
• All skills covered by existing training will remain critical.
• Knowledge of specific health conditions and appropriate
responses to them – obesity, heart disease, type 2 diabetes,
different cancers.
• Business management and marketing – these skills will be
especially important for personal trainers in an increasing
environment of self-employment.
25
Skills Active, Workplace Survey, 2015
36 Exercise
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Exercise 37
–
Sport &
Community
Recreation
Sport and community recreation touches the lives of virtually
all New Zealanders. This industry brings communities together
– in teams, on the sidelines as spectators, in recreation
facilities as users, and at recreation events as participants.
The benefits of sport and recreation for New Zealand include:
•
•
•
•
An active and healthy population
Personal wellbeing, resilience and stamina
Increased social bonds and cohesive communities
Positive impact on youth offending .
Sport and community recreation delivers valuable learning
and personal development for those who take part. Graduates
of sport and recreation qualifications build transferable
skills they can take with them into other industries and
occupations. Self-management, planning, leadership, goalsetting, perseverance and teamwork are some examples of
skills that are valuable in other fields.
Participation in sport and community recreation has been
demonstrated to reduce juvenile crime and increase youth
motivation to get into employment, education or training. This
reduces strain on the justice system as well as unemployment
and other social welfare benefits.26
26
38 Sport & community Recreations
Skills Active Workforce Scan 2017
NZIER, Report to the Ministerial Taskforce on Sport, Fitness and Leisure, 2000
Skills Active Workforce Scan 2017
Sport & Community Recreation 39
Industry Snapshot
10%
20%
Employment by Age
15–19
20–24
25–29
30–34
Sport and Recreation
35–39
40–44
45–49
50–54
60–64
65+
Total Economy
Employment by Gender
Economic Contribution
2,379M
Sport and Recreation
Male 57%
55–59
$
Female 43%
Total Economy
1.1% of New Zealand’s GDP in 2015
Male 53%
Female 47%
Demographics of Employees
Regional Employment and Growth
32,944 people were employed in the industry in 2015 compared to
28,708 in 2005.
Auckland
Skills Active Workforce Scan 2017
%
Sport and Recreation
66%
3,609
9,4
Rest of NZ
33.1%
10,892
(2005)
11%
3,0
3,685
68
40 Sport & Community Recreation
11
Waikato
2,8
Wellington
76%
3,9
4,466
28
Sport and community recreation
professionals build transferable
skills they can take with them into
other industries and occupations
10,258
14%
67
Total Economy
9
3
,36
31
%
Canterbury
82
2015
-
Total Employment
2005
28,708
2015
32,944
Percent Full-Time in 2013
Skills Active Workforce Scan 2017
Sport & Community Recreation 41
Industry Profile
The sport and community recreation industry is complex, comprising a range of public, non-profit and private organisations
working at local, regional and national levels.27
Government/Community
Funding Organisations
A simple way to conceptualise this industry is to divide it into the following areas:
FACILITIES (INDOOR AND OUTDOOR)
Sport New Zealand
Ministry of Culture
and Heritage
Te Puni Kōkiri
Ministry of Education
Management and operation of sport and recreation facilities (e.g. swimming pools, parks and open spaces).
PROGRAMMES AND EVENTS
Planning, management, promotion and delivery of sport and recreation programmes and/or events.
COACHING/OFFICIATING/ATHLETES
Ministry of Business
Innovation and Employment
Ministry of Health
Ministry of Social
Development
Internal Affairs (Lotteries)
Coaching and officiating of sports teams and individual athletes.
TWO MAJOR INDUSTRY GROUPS
Gaming trusts
Community trusts
Philanthropic trusts
Commercial sponsorships
Tertiary Education
Commission
National Organisations
Local authorities (primarily councils)
• Ratepayer-based, with annual expenditure of up to
$800 million on the provision of sport and recreation
programmes, green spaces and facilities.
• This group employs a significant proportion of the
industry workforce and is estimated to have $7 billion
• Associated with this group are the various councilcontrolled organisations and private/commercial
businesses working out of council-owned facilities.
LOCAL
AUTHORITIES
(COUNCILS)
Sport and recreation providers
• Includes many incorporated societies and non-profit
trusts, delivering over 140 sport and recreation
services. It also includes some commercial
businesses like Kelly Sports and Community Leisure
Management (CLM).
• Also in this group are over 150 national and regional
sport and recreation organisations, 14 regional sports
trusts, over 15,000 clubs, out-of-school caregivers,
Pasifika church and community groups, health
Entertainment Venues
Association NZ
National Sport
Organisations
NZ Recreation Association
Local Government
New Zealand
Water Safety New Zealand
invested in recreation and sport assets.28
services and an increasing number of iwi offering
marae-based traditional Māori activities.
SPORT AND
RECREATION
PROVIDERS
Wet and dry facilities, sport
grounds, entertainment and
event venues, arenas and
stadiums. Parks and open spaces,
out-of-school care operators,
recreation programmes
and events.
• Many of these organisations rely on government,
philanthropic and gaming funding. With such a high
rate of external funding many organisations have
few paid workers and depend on a large unpaid/
volunteer workforce, with almost one million adults
volunteering each year.29
National Recreation
Organisations
Entertainment
Technology NZ
National, regional and local
sports organisations,
regional sport trusts, schools,
commercial operators
e.g. CLM, not-for-profit
e.g. YMCA
VOLUNTEERS
Community sport coaches,
officials, administrators
and programme
or event personnel
Marae-based sport and
recreation activities
Participants
In 2015, there were 10,712 sport and community recreation
businesses, or 2% of the total businesses in New Zealand. While
the average staffing level was 3.1 people, numbers employed at
larger councils would far exceed this figure.
The industry has some big employers. For example, Auckland
Council employs around 2,000 people to deliver sport and
recreation programmes, places and spaces. Many of these staff
Historically, Skills Active has clustered culture, sport and recreation together, as has been the practice of Statistics New Zealand and the Ministry of Culture and Heritage. However, this industry profile focuses on sport and community
recreation and excludes arts and culture.
are in the parks space, but headcounts in the policy and planning
areas are increasing.
Some 20% of council budgets and staff are dedicated to the
provision of sport and recreation, with the greatest investment in
parks and facilities like pools and leisure centres.30
27
28
Sport NZ, Economic and Social Value of Sport and Recreation, 2014
42 Sport & Community Recreation
29
Sport NZ, Active NZ Survey, 2013/2014
Skills Active Workforce Scan 2017
30
Auckland Council Long-Term Plan, 2012, and Hamilton City Council Long-Term Plan, 2015
Skills Active Workforce Scan 2017
Sport & Community Recreation 43
Workforce Profile
Regional Employment
31%
Auckland
10,258
TOP FIVE JOBS IN THE SPORT AND COMMUNITY RECREATION INDUSTRY
Job
2005
2015
Other Sports Coach or Instructor
1,915
3,991
Swimming Coach or Instructor
1,255
2,434
Lifeguard
1,246
1,698
Sports Administrator
1,222
1,539
Corporate General Manager
373
493
There were 32,944 people employed in sport and community
recreation in 2015, which amounted to 1.4% of the total New
Zealand workforce. In 2015, the industry saw employment growth
of 2.9%, compared with overall growth in the New Zealand
workforce of 2.3% for the same year. Employment growth is
predicted to continue over the next few years with dips forecast in
2017 and 2019.
11%
Waikato
3,685
Demand for coaches and swim instructors has more than doubled
over the period 2005 to 2015. According to the Skills Active 2016
Workplace Survey, swim instructors and lifeguards were among
the most difficult roles to recruit for the industry.31
There were 32,944 people
employed in the industry in 2015,
representing 1.4% of the total workforce
in New Zealand.
73
North Island
%
11%
Wellington Region
3,609
Canterbury
South Island
27%
14%
4,466
Of the 32,944 people employed in sport and
community recreation in 2015, over 10,200 were
based in the Auckland region; this equates to
31% of the total industry workforce. Some 14%
of industry professionals were in the Canterbury
region, while 11% were in the Wellington region
and the same number were in the Waikato region.
Total Employment
2005 28,708 — 2015 32,944
31
Skills Active, Workplace Survey, 2016
44 Sport & Community Recreation
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Sport & Community Recreation 45
Workforce Makeup
GENDER
EARNINGS
In 2015, the gender makeup of the industry was 57%
male and 43% female.
Many sport and recreation professionals feel that their pay does not
adequately reflect their skill level or the tasks they perform.
Male 57%
While the number of women employed in the industry
has been rising, that growth has not matched the rate
of increase for women employed in the total economy.
Female 43%
39.2%
Age of Adult Volunteers
26.8%
Turnover of volunteers in the industry is high. Often
this reflects the fact that many volunteers are
supporting sport and recreation activities for their
children, and they typically do not volunteer beyond
the involvement of their family Almost one million
adults volunteered in the sport and community
recreation industry in 2013/2014, up 3% from
2007/2008.
25.7%
23
.7%
19.8%
Income was raised as a concern by many of the respondents to the
2016 Sport and Recreation Paid Workforce Survey.
Average Earnings 2015
50k
18–24
EMPLOYMENT BY AGE
The industry employs significantly more 15- to 24-year-olds (22%)
than are employed in the national labour force (13.7%).
Over one-third of respondents to the Skills Active Workplace
Survey reported that they were actively working with schools to
recruit staff.33
25–34
35–49
50–64
65+
These figures may reflect the fact that roles such as pool
lifeguards, sport coaches and community centre programme
providers are often filled by young people who are still associated
with the schools and youths groups to whom they are delivering
services.
Employment by Age
0k
$48,457
$56,030
Sport and Recreation
Total Economy
SKILL AND QUALIFICATION LEVEL
In 2013, there were fewer low-skilled workers in the industry (33.1%)
than in the total economy (38.5%). The proportion of medium-skilled
sport and community recreation workers was nearly twice that of the
total economy (29.8% and 17.2% respectively).
10%
20%
Only 12% of those working in the industry had no qualifications in
2013, compared to 16% in 2006. This is a lower rate than in the
national labour force (13.6% in 2013 and 17.8% in 2006). In 2013,
some 40.8% of the people employed in the industry had a level 4
qualification or higher, compared to 45.7% of the total workforce.
15–19
20–24
25–29
Sport and Recreation
30–34
35–39
40–44
45–49
50–54
55–59
60–64
65+
Skill Level for Sport and Recreation Vs Total Economy
40%
SPORT &
COMMUNITY
RECREATION
TOTAL
ECONOMY
Total Economy
30%
20%
ETHNICITY
Sport NZ, Active NZ Survey, 2013/2014
We get to see our customers grow and
develop in physical confidence and become
more active. Using our facilities makes our
community happy – there’s a community feel,
they have a good time, they enjoy socialising
and getting the physical rewards of being
active, which benefits not just their body but
their mental wellbeing as well.
However, we are struggling to get the
employees that we need. There appears to be
a shortage of people wanting to work in this
industry who have the qualifications that we
require. We are dealing with this by ensuring
we hire people with the right attitude and
desire to work in this industry and train them
in order to obtain the qualifications.
10%
According to Sport New Zealand’s 2016 Paid Workforce Survey,
the majority of people working in sport and community recreation
identify as Pakeha/NZ European (80%). People identifying as
Māori accounted for 13% of the industry.34
32
National Business Capability
and Education Specialist
Auckland Council
The average annual earnings in the sport and community recreation
industry were $48,457 in 2015, lower than average annual earnings
in the total economy of $56,030. Industry earnings have grown at a
slower rate than the total economy over the past 10 years.
The salary extremes of high performance coaches, professional
athletes, planners and policymakers, somewhat skew the earnings
figures for the industry as a whole. The reality is that many sport and
community recreation professionals work for small organisations
that depend on public funding, and many work fewer than 30 hours
a week.
TYPE OF EMPLOYMENT32
66% of sport and community recreation professionals
work full-time. The industry has a
large part-time and volunteer workforce as well.
Jane Foote
33
Skills Active, Workplace Survey, 2016
46 Sport & Community Recreation
34
Pasifika people who made up 6% of all people in the sport and
community recreation industry, according to 2013 census data.
The workforce has seen steady growth in people identifying as
Asian. The Asian workforce grew from 4.3% in 2006 to 6% in
2013.
0%
LOW
SKILLED
MEDIUM
SKILLED
MEDIUM-HIGH
SKILLED
HIGH
SKILLED
Sport NZ, Sport and Recreation Paid Workforce Survey, 2016
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Sport & Community Recreation 47
Impact
PARTICIPATION35
SOCIAL
While rates of physical activity decline around the world, here in
New Zealand participation has remained steady. According to the
Sport NZ Active NZ Survey, 2.5 million adults take part in sport
and recreation in any given week (this figure also includes outdoor
recreation, exercise, snowsport and dance):
• The most popular recreational activities are walking, swimming,
cycling and jogging, and the most popular sports are golf,
soccer, tennis, netball, cricket and touch rugby.
• Of those survey respondents who engaged in sport and
recreation, 67.5% did so three times a week or more.
• Māori and Pasifika are more likely to participate in netball,
ECONOMIC
In 2015, the sport and community recreation industry contributed
$2.379 billion to the New Zealand GDP, or 1.1% of total GDP.
This amounts to an average of 1.1% growth per annum over the
last five years, which is less than the 2.5% growth per annum seen
in the total economy. However, between 2014 and 2015 alone, the
industry’s GDP contribution jumped by 3.9%.
touch rugby and dance than people identifying as NZ European/
Pakeha. NZ European/Pakeha are more likely than other ethnic
groups to take part in canoeing/kayaking, golf and tramping.
Asian peoples are more likely than other ethnic groups to play
badminton and cricket.
• Men and younger adults (16- to 24-years-old) were the two
groups most likely to take part overall.
Local sports clubs and recreation groups provide a range of social
benefits for New Zealanders.
Sport and recreation increases social interaction, builds capacity
and skills, and a shared sense of community and belonging for
both participants and spectators. This in turn leads to stronger,
more resilient communities.
“Physically active kids who
are participating in sport are
healthier, and more focused
in the classroom.”
• Almost 1 million adults and approximately 45% of all 10- to
18-year-olds volunteer in the industry each year.
• Some 550,000 adults take part in sport and recreation events
each year – fun runs and walks are the most common events.
2,379M
$
Minister for Health and for Sport and Recreation Jonathan
Coleman said in 2016 that physically active kids who play sport
are healthier and more focused in the classroom. He drew the
connection between sport and better educational achievement
and argued that, statistically, this will lead to better social
outcomes for any given group.38
Economic Contribution
GDP
Dr Jonathan Coleman, Minister for Health and for Sport and Recreation.
1.1% of New Zealand’s GDP in 2015
TOURISM
Sport has played a central role in international and domestic
tourism over the last 10 years, with New Zealand successfully
hosting the Rugby World Cup, Cricket World Cup, Under 20
Football Championships and Triathlon World Series events.
With these events comes a strong tourism component and
increased interest in other activities and attractions besides the
main event. The 2011 Rugby World Cup saw 133,200 tourists arrive
in New Zealand between July and October 2011, spending some
$387 million during their stay.
The World Masters Games, scheduled for 2017 in Auckland
and Waikato, will bring in 25,000 athletes, plus supporters,
spectators and volunteers, who together are expected to inject
some $52 million into the New Zealand economy.36
HEALTH
Physical inactivity was estimated to cost New Zealand $1.3 billion
in 2010, which at that time represented just less than 1% of New
Zealand’s GDP.37
Pasifika adults and children are over-represented in New Zealand’s
ill health statistics. Māori adults are also 2.5 times more likely
than their Pakeha counterparts to die of cardiovascular disease,
and twice as likely to be hospitalised as a result of it. Both Pasifika
adults and children are 2.5 times more likely to be obese than
non-Pasifika, which in turn increases their risk of type 2 diabetes.
In October 2015, the government launched the Childhood Obesity
Plan, which contains 22 initiatives involving the private and public
sectors, communities, schools and families. At the core of the
plan is a new childhood obesity health target and strategies to
improve access to support for children and families including
household nutrition advice and help with activity and lifestyle
changes.
The Ministry of Health’s New Zealand Health Strategy, launched in
2016, encourages a cross-sector approach to health promotion,
rehabilitation and disease and injury prevention. There are
increasing expectations of close cooperation between the health
sector and the sport and recreation industry.
35
Sport NZ, Active NZ Survey, 2013/2014, and Sport NZ, Young People’s Survey, 2010/11
37
Market Economics Limited for Auckland, Waikato and Wellington Councils, The Costs of Physical Inactivity: Towards a Regional Full-Cost Accounting Perspective, 2013
48 Sport & Community Recreation
36
Fairfax Media, Huge Economic Benefit Likely Through 2017 World Masters Games, 2016
Skills Active Workforce Scan 2017
38
Dr Jonathan Coleman, speech to the Sport NZ Connections Conference
Skills Active Workforce Scan 2017
Sport & Community Recreation 49
Trends / Issues / Risks
POLITICAL
•
•
TECHNOLOGICAL
Physical literacy for all:
In 2015, Sport NZ announced its Physical Literacy Strategy,
which aims to modify the way sport and recreation is
delivered in order to make it more accessible to more people,
and increase overall participation. The physical literacy
approach puts less emphasis on traditional, organised
sport and instead focuses on understanding the changing
preferences and needs of New Zealanders and finding ways to
introduce more physical activity into their lives.
•
•
Responses to obesity:
There is continued political focus on the connection between
lack of physical activity and obesity; subsequently, a growing
share of public health expenditure is being channelled into
this area.
Sport in primary and secondary education:
Teachers are spending more time on paperwork and reporting
(particularly around health and safety compliance and
Education Review Office requirements), which may reduce
their availability to coach, manage and officiate sport,
redirecting that pressure onto the industry.
Vulnerable Children Act 2014:
The emphasis on formalising recruitment processes, police
vetting and child protection training requirements for people
delivering sport and community recreation to children may
lead to increased costs and/or deter people from putting
themselves forward for roles that involve working with
children.
•
•
•
Reduced investment in sport and recreation:
Any drop in external funding (such as government or Lottery
grants) has the potential to scale back investment in the
industry. Some 65% of respondents to the Skills Active
Workplace Survey identified funding cuts and the subsequent
impact on wage budgets as a barrier affecting their ability to
recruit staff.39
and financial resources will be unlocked, opening up
opportunities for the industry to deliver more sport and
community recreation services to Māori organisations and
individuals.
•
Increased investment in health:
This may lead to increased opportunities in the industry to
address health issues, particularly for Māori and Pasifika.
Greater economic focus on Auckland:
This could affect investment in other regions.
•
Treaty of Waitangi settlements:
As more Treaty settlements are finalised, physical
Drive for efficiencies:
A shift towards merged organisations, sport hubs and
“Sportville” resource and facility-sharing projects, as well
as national/regional facility strategies, may change the
workforce requirements of sport and community recreation
employers in future.
Growth of large franchises in the out-of-school care
industry:
May squeeze smaller providers and affect training costs for
all.
SOCIAL
•
Busy lifestyles:
Sport and recreation is one of many competing opportunities
available to fill people’s leisure time.
•
Pay-to-play:
More New Zealanders are opting to engage in sport on an
ad hoc, pay-to-play basis, rather than maintaining ongoing
memberships with traditional clubs. Some 35.2% of
participants now prefer pay-to–play.40
•
39
Baby boomer market:
New Zealand’s ageing population is staying well longer
through improved healthcare, creating a growing market
of older New Zealanders who wish to take part in sport and
community recreation.
Skills Active, Workplace Survey, 2016
40
•
•
Delivery of culturally appropriate activities:
An ethnically diverse population increasingly expects to
receive services that match their culture and values. This
will lead to increased demand for sport and community
recreation professionals skilled at communicating and
working with different ethnic groups.
Emerging activities:
The rising popularity of new events like Iron Māori, which has
seen an explosion in participation in recent years, and new or
existing activities like mountain biking, waka ama and kī-orahi will bring with it a growing appetite for new and different
coaching and instruction skills, as well as more officials and
administrators.
Sport NZ, Active NZ Survey, 2013/2014
50 Sport & Community Recreation
•
Recreational apps and gadgets:
New technologies could bring both positive and negative
changes to the industry, with some New Zealanders
using social technology such as Fitbits to augment their
participation in sport and recreation, and others choosing
sedentary recreation, such as gaming consoles, over physical
activity.
training and better monitoring and assessment.
•
Increasing use of smartphones and tablets:
The increasing penetration of mobile technology creates
many new opportunities for the industry to interact with New
Zealanders, particularly young people, and deliver enhanced
sport and community recreation experiences.
Shifts towards online learning/assessment:
This provides opportunities to deliver more cost-effective
Training Environment
ECONOMIC
•
•
Some 44.7% of people working in the sport and community recreation industry hold a post-school qualification. Of these, 30% of hold
a level 5 diploma and 20.6% hold a bachelor’s degree or higher.
On-job training in the industry is delivered through a combination of in-house learning and collaboration with other providers, such as
industry training organisations.
BARRIERS TO INDUSTRY TRAINING AND QUALIFICATION COMPLETION41
The industry has identified cost as the biggest barrier to industry
training and on-job qualification of staff, particularly the cost of:
• The training itself.
• Having to roster on others to cover staff away at training.
• Assessment for those organisations where in-house assessment
is not available.
• Workplace capacity to deliver and coordinate training.
• High staff turnover.
• Staff availability and commitment.
• Difficulties in defining the return on investment of training.
• Access to and availability of relevant training.
CURRENT AND FUTURE SKILL NEEDS42
Sport and community recreation employers would like to see more
training options in the following areas:
• Foundation skills.
• Lifeguarding and swim coaching.
• New technology.
Skills Active, Workplace Survey, 2016
• Customer service.
• Sport coaching .
• Leadership.
• Health and safety.
41
Skills Active Workforce Scan 2017
In addition, the industry reports the following barriers:
42
• Facility operations.
• Systems change.
Skills Active, Workplace Survey, 2016
Skills Active Workforce Scan 2017
Sport & Community Recreation 51
–
Outdoor
Recreation
The outdoor recreation industry is a key component of our
national identity and our reputation as a world-class tourism
destination. It takes New Zealanders and visitors alike out into
natural, heritage, rural and urban environments to enjoy a range
of leisure, recreation, cultural and sporting activities. Outdoor
recreation delivers mental and physical wellbeing, educational
gains and social development for its participants.
52 OutdoorRecreation
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Outdoor Recreation 53
EMPLOYMENT BY AGE
5%
10%
15%
Industry Snapshot
15–19
20–24
25–29
30–34
Outdoor Recreation
35–39
40–44
45–49
55–59
60–64
65+
Total Economy
Employment by Gender
Economic Contribution
$742m
Outdoor Recreation
Male 61%
50–54
Female 39%
GDP
Total Economy
0.34% of New Zealand’s GDP in 2015
Male 53%
Female 47%
Demographics of Employees
Outdoor Recreation Forecast Employment Growth
12,000
Total Economy
76%
Getting active outdoors is central to
our national identity.
Outdoor Recreation
77%
Percent Full-Time in 2013
54 Outdoor Recreation
Skills Active Workforce Scan 2017
11,000
2014
2105
2016
Skills Active Workforce Scan 2017
2017
2018
2019
2020
10,000
Outdoor Recreation 55
Industry Profile
Activities provided through outdoor recreation include:
WATER
SPORTS
4WD
DRIVING
HUNTING
HORSE
RIDING
Community Funding Organisations
BOATING
OUTDOOR
EDUCATION
National Organisations
For example NZRA | Skills Active | NZOIA | MSC
The industry has three distinct groups:
OUTDOOR EDUCATORS
OUTDOOR LEISURE GROUPS
Councils, community groups and any of
the approximately 70 Christian Camps that
offer outdoor experiences. Secondary and
tertiary institutions. Non-profit outdoor
centres like Hillary Outdoors, Outward
Bound, or organisations such as Whenua Iti
Outdoor Centre.
Non-profit clubs and groups like the NZ
Alpine Club and Ferderated Mountain
Clubs (FMCs), and youth groups such as
Scouts and Guides. Council-run outdoor
programmes and community groups.
Volunteers
OUTDOOR
EDUCATION
OUTDOOR
COMMERCIAL
OUTDOOR
LEISURE
Tertiary Institutes
Adventure
Tourism Operators
Clubs
Outdoor Centres
(non-profit)
Outdoor Centres
COMMERCIAL OUTDOOR OPERATORS
Adventure tourism operators like Zip Trek,
Queenstown Rafting, Fat Tyre Adventures,
North West Adventures, Big Foot
Adventures.
REGULATION
ADVENTURE
TOURISM
FISHING
FUNDING
BIKING
SERVICE
MOUNTAIN
SPORTS
CAMPING
MANDATE
TRAMPING
Government
Youth Organisations;
Cubs, Scouts,
Girl Guides
Participants
In 2015, the industry comprised 2,596 business units, up from 2,513 in 2014.
The average staffing level was 4 full-time equivalent employees per business.
By comparison, the national figure was 4.3.
Many of these outdoor recreation businesses are incorporated societies and
non-profit trusts, and most are reliant on government, philanthropic and
gaming funding to support their operations. Some offer outdoor instruction,
such as Hillary Outdoors or Adventure Specialties, or guiding services like the
NZ Rivers Association and NZ Mountain Guides.
Many businesses work with young people, providing youth leadership
and development programmes that use outdoor recreation as a tool for
experiential learning. These services include YMCA, Christian Camping, the
Perry Foundation and Hillary Outdoors.
56 Outdoor Recreation
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Outdoor Recreation 57
Workforce Profile
Workforce Makeup
SKILL LEVEL
GENDER
JOB
2005
2015
CHANGE
Tour Guide
1,852
1,923
71
Outdoor Adventure Guide
713
804
91
Outdoor Adventure Instructor
467
630
163
Office Manager
94
168
74
Chief Executive or Managing Director
104
140
36
FILLED JOBS
2015
2005
10,367
8,372
In 2015, some 61% of the workforce was male and
39% female; the proportion of women in the industry
is much lower than in the total workforce, where the
gender ratio is 53% male and 47% female.
Male 61%
Female 39%
ETHENICITY
TYPE OF EMPLOYMENT
In 2015, some 17.2% of all outdoor recreation
professionals were self-employed, up from 16.7% in
2012.
Outdoor Recreation
The industry’s rate of self-employment is higher than
in the national labour force, where the figure is 16.6%.
Over the past five years self-employment in outdoor
recreation has increased, while the rate in the total
workforce has declined. Outdoor recreation also has
a large proportion of contractors. This may reflect the
large number of outdoor professionals who choose
to work in the industry because it offers a flexible
lifestyle.
Total Economy
Pakeha/NZ
European
58 Outdoor Recreation
Skills Active Workforce Scan 2017
Other
15%
• More people aged 15- to 39 than the total workforce.
• Slightly fewer people aged 40- to 59.
• Slightly more aged 60 and over.
10%
There were 10,367 people employed in the
industry in 2015, representing 0.5% of the
total workforce in New Zealand.
Asian
5%
However, outdoor recreation employment is forecast to rebound
strongly over the next five years, at an average growth rate of
2.8% per annum. Employment in the industry is expected to reach
11,911 by 2020.
Pasifika
EMPLOYMENT BY AGE
The outdoor recreation industry has a younger age profile than the
total workforce, employing:
Employment in the industry has seen average annual growth
of just 0.1% in the five years to 2015. This compares to average
annual employment growth in the total economy of 1.34%.
Māori
15–19
20–24
Sport and Recreation
25–29
30–34
35–39
40–44
45–49
50–54
55–59
60–64
65+
Total Economy
Skills Active Workforce Scan 2017
Outdoor Recreation 59
Regional Employment
21%
Auckland
2,222
EARNINGS
9.5%
Earnings in the industry saw annual growth of 3.6% on average, in
line with average annual wage growth of 3.6% for the economy as
a whole.
Bay of Plenty
987
The average annual earnings of outdoor recreation professionals
in 2015 were $51,318, compared to a figure of $56,030 for the
national labour force.
66
North Island
Average Earnings 2015
100k
50k
0k
%
$51,318
$56,030
Outdoor Recreation
Total Economy
SKILL AND QUALIFICATION LEVEL
In 2015, the industry had a larger proportion of lower-skilled
employees (53.4%) than the total workforce (38.5%). However the
ratio of highly-skilled outdoor recreation professionals (30.2%)
was close to that of the total workforce (33.1%). The proportion
of highly-skilled staff in the industry has grown significantly since
2005, when it was 23%.
Skill Level for Outdoor Recreation Vs Total Economy
OUTDOOR
RECREATION
TOTAL
ECONOMY
60%
30%
14%
Wellington Region
1,423
0%
LOW
SKILLED
South Island
34%
MEDIUM
SKILLED
MEDIUM-HIGH
SKILLED
HIGH
SKILLED
Otago
1,173
In 2015, some 21% of the 10,367 people employed
were in the Auckland region. Unlike other
industries that Skills Active works with, outdoor
recreation has a broad geographical spread of
employment. As an example, Bay of Plenty and
Otago each employ around 10% of the industry
workforce.
Total Employment
2005 8,372 — 2015 10,367
11%
60 Outdoor Recreation
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Outdoor Recreation 61
Impact
PARTICIPATION
SOCIAL
In 2013/2014, the most popular outdoor pursuits for New
Zealanders were fishing, tramping, canoeing/kayaking and
hunting.43
Canoeing/kayaking was most popular among the 35 to 64 age
group, while tramping was popular in all age groups apart from 16
to 24 years, and 75 years and over. Tramping, fishing, canoeing/
kayaking and hunting were all activities marked by an increasing
participation trend.44
In 2010/2011, some 52% of boys aged 11 to 18 reported that they
had been tramping or bush walking in the past 12 months, and the
figure was the same for girls. Some 41% of boys and 39% of girls
had been canoeing/kayaking over the same period.45
In 2009, over one million people were identified as cycling for
sport and/or recreation purposes, including over 200,000 adult
mountain bikers. There was a 5.3% increase in recreational road
cycling since 1997.46
Many outdoor recreation organisations such as Hillary Outdoors
and Outward Bound offer leadership development for people of all
ages through outdoor experiences. For young people in particular,
they build cooperation, trust, self-belief and good citizenship to
others and the environment.
In a report to the 2014 Sociological Association of Aotearoa New
Zealand Conference, the Rod Donald Banks Peninsula Trust in
conjunction with Lincoln University examined research on the
health and wellbeing value of outdoor recreation, and argued that
access to outdoor recreation resources was contributing to the
social and emotional recovery of Cantabrians, post-quake.52
The benefits of outdoor recreation to communities are immense,
from social development and economic prospects to building
national identity and environmental awareness.53 Sport New
Zealand’s 2008 Outdoor Recreation Review noted the restorative
value of outdoor recreation and its provision of a context in which
young people can develop self-sufficiency, self-responsibility,
problem-solving and life leadership skills.54
ECONOMIC
In 2015, the outdoor recreation industry made a contribution of
$742 million to the New Zealand economy, or 0.34% of GDP.
Over the five years to 2015, the industry’s contribution to GDP has
grown by an average of 0.8% per annum.
A 2013 survey of 3,000 respondents found that for every $100
they spent directly on outdoor recreation, they spent another
$36.62 on travel, accommodation and other trip-related
expenses.47
$
742M
Economic Contribution
GDP
0.34% of New Zealand’s GDP in 2015
TOURISM
There is a strong overlap between outdoor recreation and
domestic and international tourism in New Zealand.
In the five years to 2012, some 318,000 international tourists went
cycling while in New Zealand, and of these 45% went mountainbiking, while the remainder cycled on-road. Cycling tourists spent
an average of $3,800 during their trip, compared to a figure of
$2,500 average spend for all international visitors.48
Tourists who took part in adventure activities in New Zealand
in 2012-13 spent a total of $1.6 billion while they were here. This
amounts to 60% of all holiday-related tourism revenue.49
From June 2014 to July 2015, 70% of international tourists on
holiday in New Zealand reported they had spent time walking or
tramping during their visit. Outdoor and adventure activities were
the second most popular reason for visiting New Zealand.50
HEALTH
Physical inactivity is the fourth most common cause of death
worldwide and is on par with smoking and obesity as a risk
factor for serious diseases including heart disease, cancer and
diabetes.51
Outdoor pursuits like tramping, mountain biking and kayaking
are growing in popularity while traditional organised sports
like cricket, tennis and touch rugby are seeing a decline in
participation. The outdoors offers New Zealanders a low-cost
and informal means of staying active and enjoying the natural
environment, with friends and family or as individuals.
As well as the physical health benefits of being active, outdoor
recreation participants gain personal growth, mental and
emotional wellbeing, and social bonding.
Outdoor recreation skills, once mastered, can be used throughout
life, thus adding real value to an ageing population striving to
preserve good health and mobility.
Sport NZ, Active NZ Survey, 2013/14 44 Sport NZ, Active NZ Survey, 2013/14 45 Sport NZ, Young People’s Survey, 2010/11 46 Ministry of Tourism, NZ Cycleway Market Research Report, 2009
48
Horizon Research, Online Survey, 2013
Tourism New Zealand, Cycling Tourism Profile, 2012 49 MBIE, International Visitor Survey, 2013 50 MBIE, International Visitor Survey, 2015 51 Market Economics Limited for
Auckland, Waikato and Wellington Councils, The Costs of Physical Inactivity: Towards a Regional Full-Cost Accounting Perspective, 2013
43
47
62 Outdoor Recreation
Skills Active Workforce Scan 2017
52
53
Rod Donald Banks Peninsula Trust, Banks Peninsula is the Stadium: Outdoor Recreation and Recovery in Post-Quake Christchurch, 2014
New Zealand Recreation Association, website, October 2016 54 Sport NZ, Outdoor Recreation Review Initial Findings Report, 2008
Skills Active Workforce Scan 2017
Outdoor Recreation 63
Trends / Issues / Risks55
Training Environment
POLITICAL
In 2013, some 47.9% of people employed in the outdoor
recreation industry had a level 4 qualification or higher, compared
to 45.7% of people in the national labour force. Only 10.4% of
outdoor recreation professionals in 2013 had no qualifications at
all, compared with 13.4% in 2006.
• Health and Safety at Work Act 2015:
A rising compliance burden under the new health and safety
regime, including more paperwork and the cost of drug testing
and safety audits, was cited by many respondents to the Skills
Active Workplace Survey as the biggest challenge confronting
the industry. The new legislation has also resulted in a reduced
scope of activities for some, meaning they are unable to
offer the same range of services that they did prior to the law
change.56
• Skills shortages:
Many businesses are facing significant shortfalls of qualified
applicants. Candidates who combine both technical abilities
and people skills are hard to find.57
• Access to land:
30% of New Zealand’s land area is managed by the Department
of Conservation for conservation, scientific and recreational
purposes. A shift in focus from recreation to conservation could
see overall access decline.
• Treaty of Waitangi settlements:
Treaty settlements are seeing more land pass into the
management of iwi. This could either open up or restrict access
to land for recreational purposes, and it could also lead to
higher participation rates among Māori.
With a wide range of highly technical roles and industry-specific
skills, and a large volunteer base, on-job training is a key
component of workforce development for outdoor operators.
BARRIERS TO INDUSTRY TRAINING AND QUALIFICATION
COMPLETION
Other barriers include:
• Increasing popularity of outdoor recreation:
The uptake of outdoor pursuits like kayaking, mountain biking
and tramping is on an upward trend, opening the way for
businesses to capitalise on this growing market.
• More focus on tourism revenue:
Some of the new outdoor recreation qualifications that are
developed through NZQA’s Targeted Review of Qualifications
process, which is currently underway, will have a stronger
emphasis on guiding in order to capitalise on the growth of the
adventure tourism industry.
• Outdoor responses to inequality:
Outdoor recreation is increasingly being used to deliver
education and improved wellbeing for youth, in populations
with higher levels of socio-economic disadvantage.
• Access and availability of suitable trainers and assessors.
• Reduced conservation funding:
This may see less maintenance and construction of the huts and
tracks used by walkers and trampers.
• High turnover of staff and volunteers.
• Auditing and training costs:
Smaller organisations may struggle to meet the increased
financial burden of training staff and undergoing audits.
The industry struggles to find qualified outdoor education
teachers, raft guides, tramping and kayaking instructors and
administration and business management staff. Respondents
to the Skills Active Workplace Survey listed skills shortages,
isolation, seasonal and part-time work, low pay, and lack of
mentoring and career progress as some of the key barriers to
filling these roles.58
SOCIAL
perceived, is leading to fewer schools, parents and councils
offering young people outdoor experiences, and certain
providers are making infrastructure unavailable for outdoor
recreation use.
• Risk aversion:
Fear of the danger of outdoor activities, whether real or
• Commitment by staff and volunteers to undertake training and
complete their qualifications.
CURRENT AND FUTURE SKILL NEEDS
Outdoor recreation employers want to see more training in the
follow skillsets:
• Job-specific and technical training.
• Health and safety.
TECHNOLOGICAL
• Apps and gadgets:
The development of new apps like PokemonGo could see more
people using the outdoors in non-traditional ways, especially
young people.
confident about exploring the outdoors on their own, but
they could also create a false sense of security and prompt
unnecessary risk-taking. Use of this technology could also
reduce the job market for professional instructors and guides.
• Coaching, mentoring and education.
• Management and supervision.
• Tikanga and te reo Māori.
• GPS technology:
Personal GPS devices may encourage people to feel more
Skills Active, Workplace Survey, 2016
64 Outdoor Recreation
National Owner
Tongariro River Rafting
For many of the small businesses and non-profit organisations in
the industry, the major barrier to training and qualifying staff is
cost.
ECONOMIC
55
Garth Oakden
56
Skills Active, Workplace Survey, 2016
57
Skills Active, Workplace Survey, 2016
Skills Active Workforce Scan 2017
58
In outdoor recreation you get to see the joy of
someone doing something for the first time,
or doing something that they love. If someone
loves fishing and you take them out fishing,
you see them start to chill out and relax and
get back to basics.
I started rafting when there were no
qualifications, and [training] was voluntary.
Qualifications give our raft guides a pathway,
but it’s also important to have people around
that keep driving them, and saying that there’s
more to learn.
I reckon the biggest challenge facing our
workforce is giving people a reason to stay in
the industry once they are at a high level. For
example, a lot of people in rafting have reached
senior guide level but then they’ve dropped
out. There’s a shortage at the moment. We
need a career pathway for those people.
Skills Active, Workplace Survey, 2016
Skills Active Workforce Scan 2017
Outdoor Recreation 65
–
Snowsport
The snowsport industry offers New Zealanders and visitors
alike a wide range of exhilarating alpine sports and activities.
As alpine equipment and snowmaking technology continues to
evolve, ski seasons are extending and access to recreation on
the mountain is broadening. People of all ages and abilities can
enjoy skiing, snowboarding, cross-country skiing, and alpine
walking and trekking. Of particular note is the increase in access
for those people with disabilities, through adaptive snowsport
programmes.
66 Snowsport
Skills Active Workforce Scan 2017
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Snowsport 67
Industry Snapshot
40%
20%
Access to alpine recreation is
increasing, including for people
with disabilities through adaptive
snowsport programmes.
60%
80%
Employment by Age
15–19
20–29
30-39
40-49
Employment by Gender
Otago
Female 44%
1637
ManawatuWanganui
831
65
Canterbury
Total Economy
Auckland
Male 53%
60+
Regional Employment
Outdoor Recreation
Male 56%
50-59
Female 47%
8
0
500
1000
1500
2000
PARTICIPATION59
6.2%
OF PEOPLE PARTICIPATED
IN SNOWSPORT
3.3%
OF PEOPLE WERE INTERESTED
IN TRYING SNOWSPORT
Note: due to the seasonal nature of the snowsport sector, Infometrics data is not suitable for use as it relies on census data captured in March, when
no ski fields are operating. Instead, Skills Active collected the quantitative data in this section directly from the industry through a 2015 survey of the
New Zealand snowsport industry – ski areas, equipment importers, wholesalers, retailers and rental businesses. A qualitative update was carried
out in 2016 with a survey of ski areas only in which seven ski operators responded. Information from 2015 has been used in this scan unless otherwise
stated.
59
68 Snowsport
Skills Active Workforce Scan 2017
Sport NZ, Active NZ Survey, 2013/14
Skills Active Workforce Scan 2017
Snowsport 69
Industry Profile
New Zealand’s alpine area facilities are chiefly commercially
focused. The three main operators employ some 85% of the
workers in the industry, with the remainder being smaller
commercial and club fields, and import, wholesale, retail and
rental businesses.
Nature. However, the full season at the main operators lasts a
maximum of 16 weeks. The threat of global warming has New
Zealand’s national meteorological service saying that the length of
the season may reduce by four weeks. This may be countered by
new technology.
The success of each snowsport season is dictated by the amount
of snowfall, which hinges on environmental and weather factors.
Snowmaking technology has rapidly advanced in recent years,
reducing ski fields’ vulnerability to the fluctuations of Mother
The industry is growing its summer operations each year,
including mountain biking, luging, walking tracks, star gazing and
cultural tours. The long-term goal is to extend the use of facilities
to 30 weeks per year.
The industry is growing its summer
operations each year, including mountain
biking, luging, walking tracks, star gazing
and cultural tours.
National Organisations
NZ Snowsport Council
NZ Snow Industries Federation
NON-RESORT
COMMERCIAL
OPERATORS
Snowsport areas
Rental shops
Retailers
Importers
Ski Areas Association New Zealand
NZ Snowsports Instructors’ Alliance
PAID AND UNPAID
WORKERS
Instructors
Trail Safety
Patrol
Rentals
Ticketing
Grooming
Maintenance
CLUB FIELDS
Participants
70 Snowsport
Skills Active Workforce Scan 2017
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Snowsport 71
Workforce Makeup
Workforce Profile
REGIONAL EMPLOYMENT
Auckland
There are approximately 2,500 people employed in the ski area
industry, of whom about 65% are New Zealanders. The seasonal
nature of employment means many work in non-snowsport jobs
during the off-season, or travel overseas to work on northern
hemisphere ski fields during the northern winter. In 2016, ski area
operators estimated an average staff return rate of 40% from one
season to the next.
Groomer operators and other machinery operators and drivers
were some of the hardest jobs to fill for ski areas in 2016, followed
by ski patrollers and food and beverage staff.
0.3%
TOP FIVE JOBS BY VOLUME60
Job
Snowschool staff
Food and beverage staff
Lift operator
Manawatu-Wanganui
33%
Guest services
Road and car parks
EMPLOYMENT BY ROLE AT SNOWSPORT AREAS SURVEYED
WAREHOUSE
BOOT FITTER
WORKSHOP TECHNICIAN
6
2
13
RENTALS
RETAIL SHOP SALES
HR/MARKETING/
MANAGEMENT
MEDICAL CENTRE
18
21
106.5
101
GUEST SERVICES
CHILDCARE
North Island
28
Canterbury
2.6%
127
307
FOOD & BEVERAGE
TERRAIN PARK
RACE/EVENTS
MAINTENANCE
SNOWMAKER
ROAD/CARPARK
GROOMER DRIVER
SNOW SAFETY OFFICER
PATROLLER
LIFT OPERATOR
30.5
15
42
63
52
54
8
81
Otago
64%
241
SNOWSCHOOL
60
South Island
Nearly 70% of all ski area employees work in the
Otago and Canterbury regions of the South Island,
with the remainder in the central North Island.
Rental, retail and importers of ski equipment are
scattered throughout the country.
665
Skills Active, Workplace Survey, 2016
72 Snowsport
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Skills Active Workforce Scan 2017
Snowsport 73
Impact
GENDER
PARTICIPATION
The snowsport industry gender split is about 56% men
and 44% women. There has been a 3% increase in
females employed in the industry since 2010.
In a 2013-14 survey, some 6.9% of men and 5.5% of women
said they had taken part in snowsport in the past 12 months.
Snowsport was also one of the types of recreation activities that
Male 56%
respondents were most interested in trying. A total of 3.3% of
participants said that they wanted to try snowsport.62
TOURISM
Female 44%
TYPE OF EMPLOYMENT
Because of the seasonal nature of the industry between 70-90%
of employees are described as full-time seasonal. The balance of
people employed are on the basis of full-time, part-time seasonal,
volunteer and contractor work. In 2016, ski area operators
reported 72% of all industry employees worked on a seasonal fulltime basis. Another 16% were seasonal part-time, and just 7%
were year-round full-time. The remainder of the workforce was
made up of volunteers, contractors and year-round part-time.61
AGE
The industry has a young age profile, employing nearly three times
as many 20 to 29 year-olds (55%) as 30 to 39 year-olds (19%).
Those aged 40 and over make up 15% of the workforce.
Since the early 2000s, New Zealand has had more than one
million skier visits per annum. With record snowfalls and an
extended season in winter 2015, some resorts had their highest
ever number of visits – with a national total of 1,397,729 skier visits
in that year.63
According to Tourism New Zealand, Australians are the most
frequent international visitors to New Zealand alpine resorts,
followed by Britons. In 2012, Australians accounted for 28%
(364,000 visits) of the total 1.3 million visits to our ski areas.64
Some 8.2% of Singaporean visitors to New Zealand also take part
in snowsport while they are here, along with 4.1% of Malaysian
tourists.
International tourists who come to New Zealand to ski and
snowboard typically also take part in other tourism activities as
part of their visit, including bungy jumping, boat cruises, abseiling
and cultural experiences.65
Employment by Age
60%
80%
The Coronet Peak, Remarkables and Mt Hutt ski fields are
reported to attract over 500,000 visitors a year between them,
which includes a sizeable proportion of international visitors.66
28
%
364,000
40%
ECONOMIC
20%
Ski area operators guard revenue data closely and as a result
the overall economic contribution of the industry is difficult to
quantify.
15–19
20–29
30-39
40-49
50-59
60+
ETHINICITY
In 2016, ski area operators reported that on average some 76% of
staff were NZ Pakeha/European, 4% were Māori, 3% were Asian
and 17% were of other ethnicities – reflecting the comparatively
high proportion of overseas staff.
However, a 2005 study of the five Southern Lakes ski areas
estimated snow-related tourism spending in that region to be
$92.8 million, with a further $68.1 million spent by those same
visitors in other parts of the country.67
Similar studies of Mt Hutt in 2000 and Mt Ruapehu in 2001
estimated that for every $1 million in tourism expenditure, another
$320,000 in local income was generated in the Mt Hutt/Methven
region, and $420,000 in the Mt Ruapehu region.68
With the average snowsport season lasting 16 weeks, ski area
operators are looking for opportunities to grow the return on
investment of their facilities for the remainder of the year. As
such, there has been a major drive towards year-round operation,
offering new activities like mountain biking, luging, guided walks,
star gazing and sightseeing.
EARNINGS
The average seasonal earnings (based on a duration of 16 weeks) are around $17,000; however, most employees are paid hourly rates
ranging from $14.25 to $27.00, depending on department and role.
61
About three-quarters of the snow
workforce is NZ Pakeha/European.
Skills Active, Workplace Survey, 2016
74 Snowsport
Skills Active Workforce Scan 2017
$68.1MPA
$92.8MPA
Sport NZ, Active NZ Survey, 2013/14 63 Laurent Vanat, International Report on Snow and Mountain Tourism: Overview of Key Industry Figures for Ski Resorts, 2016 64 Tourism Industry Aotearoa, Tourism 2025: Growing
Value Together, 2014 65 Tourism New Zealand, Special Interest Sector Statistics (website), 2016 66 Acuity Magazine, Mountain to Climb (interview with Paul Anderson), 2016 67 Tourism Research Institute, The Economic
Significance of the Southern Lakes Ski Areas, 2005 68 Professor Simon Milne, Reports for Tourism Research Institute, 2000, 2001
62
Skills Active Workforce Scan 2017
Snowsport 75
Trends / Issues / Risks
Training Environment
POLITICAL
The seasonal nature of employment means that all training must
be designed to be completed within the 16-week season, while
still being relevant to specific job roles. For this reason, much of
the training that takes place in the industry is technical in nature
and is delivered in-house.
• Health and Safety at Work Act 2015:
Increasing compliance under the new health and safety regime
will mean more documentation and higher training costs which
may feed into higher costs for snowsport users.
• Skill shortages and immigration policy:
Long processing times for seasonal work visas may reduce the
flow of skilled migrants able to fill jobs in the industry.
• Management of precious resources:
The location of alpine resorts in highly prized New Zealand
landscapes requires an increased emphasis on appropriate
resource management, environmental management and
associated staff training.
ECONOMIC
• Infrastructure upgrades to stay comparable with
international resorts:
Snowsport operators are investing in major upgrades and
expansions to their facilities, such as installation of upgraded
chairlifts, gondolas and sealed access roads.69 This means
investments of tens of millions of dollars, with shareholders
expecting to see a return.
• Staff living costs:
A lack of affordable housing in the Queenstown and Wanaka
region is affecting the snowsport industry’s ability to recruit
staff.
• Climate change:
Weather fluctuations and extremes have a direct effect on the
length and profitability of the snowsport season.
Mark Sommerville
Operations Manager
Cornet Peak
BARRIERS TO INDUSTRY TRAINING AND QUALIFICATION
COMPLETION
Many of the barriers to training and qualifying that were identified
by the industry relate to seasonality:
• Staff are reluctant to invest time in training and qualifications
when there are only four months of work each year.
• Staff need to be brought up to speed before they start, but are
often unavailable for training in the pre-season period.
• High staff turnover rates make it costly for the snowsport
employers to retrain the workforce each year.
• Access to and availability of relevant training.
SOCIAL
• Greening attitudes:
The international focus on reducing carbon footprints could
reduce the pool of international tourists willing to travel to New
Zealand, as well as the cost and energy use associated with
snowmaking technology.
• Seasonality:
The seasonal nature of work drives high turnover of staff
and many snowsport operators have difficulty recruiting and
retaining experienced and skilled staff, especially into the more
technical roles.
TECHNOLOGICAL
• Increasing scope of services:
Extending the off-season utility of ski areas are activities such as
cultural tours, mountain biking, luging, paragliding and walking
tracks.
• New technology:
Developments in snowmaking and chairlift technology could see
longer snowsport seasons as well as the need for staff with the
skills to operate the new equipment.
• Radio frequency identification (RFID) system:
The development of the RFID system has led to less time for
customers standing in line to buy tickets, which has meant
changes to job roles and to headcounts required for in ticketing
and guest services.
• Training that can be started and finished in one comparatively
short season.
CURRENT AND FUTURE SKILL NEEDS
The industry has identified the following current and future skills
needs:
• Technical areas like snowmaking machinery operation and
maintenance, lift maintenance and electrical work.
• Foundation skills in alpine operations, including health and
safety and customer service.
• Tikanga and te reo Māori.
The highest industry headcounts are in the snow school
departments, which are serviced by a non-NZQF industry award.
Many snow school instructors would like this skillset to be
recognised on their NZQA record of achievement.
At Coronet Peak we work with employees
from all over the world who have decided to
enjoy a seasonal experience on the mountain.
Many of them often decide to explore career
opportunities in the snowsport industry after
only one season. I started in the same way – I
was a holidaymaker – and I managed to forge
a career in an industry that allows me to follow
my passion for skiing. NZSki helped me to
develop my skills and I feel very privileged to
be in a position to assist others develop their
own skills and career pathways.
Our biggest challenge is inducting 500
new staff each season. Every season has
a different dynamic with various cultures
and personalities injecting fresh energy and
enthusiasm into our workforce. We have to
recruit the right people and then train them to
deliver our high level of competence, without
sacrificing the excitement and fun associated
with the snowsports industry.
69
Fairfax Media, NZSki to seal road to the Remarkables as part of $45 million upgrade, 2015
76 Snowsport
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Skills Active Workforce Scan 2017
Snowsport 77
–
Performing
Arts
The performing arts industry comprises a small segment of
the New Zealand labour force, but it is nonetheless a complex
industry. The industry makes a significant contribution to
the economic, social and cultural life of our communities.
Customers and participants alike are challenged, moved and
energised through their engagement with this vibrant industry.
78 Performing Arts
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Performing Arts 79
Industry Snapshot
5%
10%
15%
Employment by Age
15–19
20–24
25–29
Performing Arts
30–34
35–39
40–44
45–49
55–59
60–64
65+
Total Economy
Employment by Gender
Economic Contribution
Performing Arts
Male 49.9%
50–54
2,088M
$
Female 50.1%
Total Economy
1.0% of New Zealand’s GDP in 2015
Male 53%
Female 47%
Average Earnings
Demographics of Employees
$100k
$50k
$51,417
$56,030
$0k
Customers and participants
alike are challenged, moved
and energised through their
engagement with performing arts.
80 Performing Arts
Skills Active Workforce Scan 2017
Total Economy
Performing Arts
Total Economy
76%
Performing Arts
70%
Percent Full-Time in 2013
Skills Active Workforce Scan 2017
Performing Arts 81
Industry Profile
The industry can be broken down into five distinct areas: dance, drama, music, audio and performance technology.
There is already a synergy between the recreation sector and the arts. Culture, performing arts, sport and recreation are
frequently clustered together, as seen in the Ministry for Culture and Heritage which includes sport and recreation in its remit.
Given the overlap with sport and recreation, Skills Active is working with the performing arts industry to extend its gazetted
coverage to include this workforce within its scope.
The broader arts and culture sector is made up of 31,392 businesses, which in 2015 employed some 116,515 people. Skills Active
is engaging with a specific subset of that broader sector, made up of the following workforce areas:
Government and
Funding Organisations
Ministry of Culture
and Heritage
Creative NZ
Community Trusts
TEC
Charitable Trusts
Commissions
MoE
• Production (entertainment technicians, stage managers)
• Education (performing arts instructors), venues and facilities (stadia, theatres, arenas)
• Creation (artists, choreographers, writers)
• Performance (dancers, musicians, actors, producers)
National Organisations
This subset, which is referred to in this report as the performing arts industry, employed 25,523 people in 2015.
Performing Arts and cultural
industry organisations
Skills Active is working with the performing arts industry to extend
its gazetted coverage to include this workforce within its scope.
ENTERTAINMENT
VENUES, FACILITIES
THE INDUSTRY HAS FOUR DISTINCT GROUPS
National organisations:
• Strategic direction for the industry is driven by the
Ministry for Culture and Heritage, and the national
arts development agency, Creative New Zealand. A
number of performing arts and cultural organisations
service the industry, as well as specialist industry
bodies that advocate for specific segments (not
Council-run programmes
LOCAL AUTHORITIES
(COUNCILS)
necessarily employers) such as Dance New Zealand
(DANZ); Entertainment Venues Association of NZ
(EVANZ); Entertainment Technology of NZ (ETNZ);
Recording Industry Association of New Zealand
(RIANZ); Australasian Performing Right Association
(APRA); and Playmarket.
Commercial providers
Freelancers
Performers
VOLUNTEERS
Freelancers
Performers
Local authorities:
• Local authorities are the major owners and managers
of residential and event spaces and studios in New
• Included in this group are recording studios, event
venues, music industry organisations and private
teachers of performing arts (e.g. dance studios and
music teachers).
Volunteers:
• The workforce includes a high proportion of
freelancers, contractors and volunteers.
• In a report commissioned by the Ministry of Cultural
Heritage, 6% of organisations surveyed were entirely
Staff
Zealand, many of which service both sport and
recreation and the arts.
Employers and providers:
70
APRA
Playmarket
ETNZ
DANZ
RIANZ
staffed by volunteers. Between 65% and 80% of
organisations in the industry employ freelancers or
contractors.70
Participants
In 2015, there were 8,757 business units operating in the
performing arts industry, up from 8,142 five years earlier. Between
2010 and 2015, total business units grew by an average of 1.2%
per annum – significantly faster than the business unit growth
seen in the total economy over that same period of 0.2% per
annum.
growth slowed down to 1.1%, while business unit growth for the
total economy jumped by 1.8%.
Performing arts businesses employed an average of 2.9 people
in 2015, fewer than the average of 4.3 people employees per
business unit in the total economy.
However, in 2015 the situation was reversed and business unit
ACNielsen, Skills and Training Needs in the Cultural Sector, 2008
82 Performing Arts
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Performing Arts 83
Workforce Profile
Regional Employment
41%
Auckland
10,515
TOP FIVE JOBS IN THE PERFORMING ARTS SECTOR
Job
2005
2015
Change
Conference and Event Organiser
2,563
3,586
1,023
Music Teacher (Private Tuition)
2,712
3,094
382
Painter (Visual Arts)
2,231
2,663
432
Photographer
1,831
2,512
681
Facilities Manager
1,060
1,957
897
In 2015, there were 25,523 people employed in the performing arts
industry, which equates to 1.1% of the New Zealand workforce.
Since 2000, employment growth in the industry has averaged
2.8% each year, compared with growth in the total economy
of 1.7%. Between 2010 and 2015, jobs grew by an average of
6.3%
Waikato
1,616
1.2% each year – a stronger rise than the total economy, which
saw average annual growth of 0.8%. Growth in performing
arts employment is expected to continue to outpace the wider
economy up to 2019, with employment expected to reach 28,652
in 2020.
Between 2010 and 2015, performing arts
employment grew by an average of 1.2%
each year, compared to a figure of 0.8%
for the total economy.
78
North Island
%
16%
Wellington Region
3,979
Canterbury
South Island
22%
12%
2,972
Of the 25,523 people working in performing arts
in 2015, some 10,515 – or 41% of all working
performing arts professionals – were based in
the Auckland region. Performing arts jobs in
Auckland grew faster than the rate of employment
nationally. By contrast, 16% of the industry
was based in the Wellington region, and 12% in
Canterbury.
Total Employment
2005 21,732 — 2015 25,523
84 Performing Arts
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Performing Arts 85
Workforce Makeup
GENDER
ETHNICITY
The performing arts industry has good gender
balance.
In 2013, there were more people working in performing arts who
identified as Pakeha/NZ European than in the total workforce.
Meanwhile, the proportion of performing arts professionals
who identify as Asian has not grown as fast as it has in the
national labour force, rising only 1.9% between 2006 and 2013
for performing arts, compared with a 3.1% increase in the total
workforce.
Male 49.9%
In 2015, 49.9% of those employed in the industry
were male and 50.1% female. While there was a
slight drop in the number of women employed in the
industry between 2012 and 2015, the ratio of women
employed in the industry remains higher than that of
the total workforce (47% women to 53% men).
Female 50.1%
100%
50%
0%
EARNINGS
TYPE OF EMPLOYMENT
Many performing arts professionals are in part-time, project or
portfolio employment, including periods of self-employment.
In 2015, 32.2% of performing arts professionals were selfemployed. This is almost double the share of self-employed
workers as in the total economy (16.6%). Over the past five
years, the self-employment rate in the industry has increased,
while self-employment within the national labour force has
declined.
In 2013, there were fewer people in performing arts who worked
more than 40 hours a week, compared to the total workforce
(36.7% and 43.1% respectively). There were also more people
in the industry working fewer than 30 hours a week, than in the
total workforce (27.5% and 21.3% respectively). These figures
reflect the high incidence of part-time and casual employment in
the performing arts workforce.
Many performing arts
professionals are in
part-time, project or
portfolio employment,
including periods of
self-employment.
AGE
Performing arts has the most even spread of age demographics of
any industry that Skills Active works with – although the industry
did have more people in the 15 to 40 age group in 2013, than
Average annual performing arts earnings have grown at a slower
rate than the total workforce over the past decade, with the
average annual earnings in the sector for 2015 sitting at $51,417,
compared to average annual earnings for the total workforce of
$56,030.
Arts and Culture
Total Economy
PAKEHA/NZ
EUROPEAN
MĀORI
PASIFIKA
ASIAN
OTHER
Average Earnings 2015
$100k
$50k
$0k
$51,417
$56,030
Performing Arts
Total Economy
SKILL AND QUALIFICATION LEVEL
Many people enter performing arts with post-school
qualifications, while others achieve direct entry as a result of
clearly evident talent. Some 31% of people working in the industry
have a bachelor’s degree or higher.
In 2013, the industry had considerably fewer low-skilled workers
(8.7%) and more highly-skilled workers (63.2%) than the total
workforce, where 38.7% workers were low-skilled and 37.9%
highly-skilled in that same year.
Only 8.8% of those working in the industry had no qualification at
all in 2013, which is lower than the figure for the total workforce
of 13.6%. Some 52% of performing arts professionals had a level 4
qualification or higher, compared to 45.7% of those employed in
the wider workforce.
did the total economy. Between 2006 and 2013, the rise in the
average age of the industry was smaller than the corresponding
age rise in the total workforce.
5%
10%
15%
Employment by Age
15–19
20–24
Performing Arts
86 Performing Arts
25–29
30–34
35–39
40–44
45–49
50–54
55–59
60–64
65+
Total Economy
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Performing Arts 87
Impact
PARTICIPATION
A 2014 Creative New Zealand survey found that 65% of New
Zealand adults had attended a performing arts event or location
in the past 12 months, and 20% had been actively involved in the
creation or production of such an event in the same period.71
Performing arts was more popular than any other form of arts
activity during that period, including visual arts, craft and object
arts, and literature.72
“The growth in performing arts attendance has come mainly
from the range of ‘other’ performing arts, such as kapa haka and
comedy shows, rather than growth in theatre, dance or concerts,”
the survey said.
ECONOMIC
In 2015, the performing arts industry contributed $2.088 billion
to New Zealand GDP, or 1% of the total. This reflects an average of
2.9% per annum growth over the last five years, compared with
GDP growth of 2.5% per annum in the total economy.
A regional survey found that Wellington arts and culture
organisations, including theatres, dance companies and venues,
convention centres and stadia, injected some $141.5 million in
spending into the local economy in 2010.76
The survey found that the demographics most likely to be active
participants in arts events were 15- to 29-year olds, and Māori.73
A sport and recreation survey found that 324,000 New Zealand
adults participated in dance in 2013-14, making it the 8th most
popular activity during that period. Of those, 243,000 were
women, or 14.1% of all women.74
Meanwhile, 55.9% of all New Zealand girls (5- to 18-year-olds)
participated in dance in 2010-11, making it the 4th most popular
activity for girls.75
$2,088M
Economic Contribution
GDP
1.0% of New Zealand’s GDP in 2015
TOURISM
While there is no national data available regarding the industry’s
overall contribution to New Zealand tourism, local studies
in Auckland and Wellington have demonstrated the positive
contribution of arts and events to both tourism and local
economies.
In 2015, council-owned venue manager Auckland Live secured a
diverse range of world-class concerts and shows, attracting more
than 1.02 million people to 2,096 events – up from 1,400 events in
the previous year.77
Performances by the Rolling Stones, Foo Fighters and the Eagles
attracted more than 232,000 people and generated 101,740
visitor nights alone. These three events generated $19.3 million
in visitor spending. In total, out-of-town concert-goers spent
approximately $23 million while visiting Auckland.78
Major events in Wellington over summer 2015-16 were also a
significant tourism driver. In the 121 days of November to February,
the region had over 960,000 visitor nights, up by more than 8%
on the previous summer, which itself grew by 5.6% compared
with 2013/14. The Royal Edinburgh Military Tattoo was a highlight,
bringing an estimated 45,000 people to the region.79
HEALTH
A meta-study carried out in New Zealand by primary health
organisation Pegasus Health found that a range of qualitative and
quantitative studies supported the argument that participation
in creative arts could lead to improved psychological and social
health, better self-esteem, and better overall quality of life.80
The research also indicated that there was some, though limited,
71
Creative NZ, New Zealanders and the Arts, 2014
Survey, 2010/2011
79
76
72
Creative NZ, New Zealanders and the Arts, 2014
Arts Wellington, Economic Impact Survey, 2010
77
73
evidence that participation in singing and dance was associated
with better physical health, including pain management.81
Further meta-research published by the Ministry for Culture and
Heritage in 2016 found that those participating in post-disaster
artistic and creative initiatives in Christchurch reported physical
and mental health benefits as a result.82
Creative NZ, New Zealanders and the Arts, 2014
Regional Facilities Auckland, Annual Report, 2015
Westpac Stadium press release, Wellington Events Bring Record Visitors, 2016
80
Pegasus Health, The Arts in Health, 2014
78
74
Sport NZ, Active NZ Survey, 2013/14
75
Sport NZ, Young People’s
Regional Facilities Auckland, Annual Report, 2015
81
Pegasus Health, The Arts in Health, 2014
82
Ministry for Culture and Heritage, Gauging the
Impacts of Post-Disaster Arts and Culture Initiatives in Christchurch, 2016
88 Performing Arts
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Performing Arts 89
Trends / Issues / Risks
Training Environment
POLITICAL
No industry training framework was developed for performing
arts through the original unit standard process of the 1990s.
Consequently, the arts and culture sector is one of the least
serviced in the NZ qualification framework, in terms of on-job
training.
• Overlap with public health: The government is looking at a
range of responses to increases in obesity and other inactivityrelated conditions, and there is scope to grow participation in
dance among both men and women. This may drive demand for
qualified instructors who can plan and lead classes appropriate
to the health constraints of their participants.
• Changes in local government priorities: Recent changes to
the Local Government Act have already seen a shift in priorities
that focuses more investment into core council business. To
date, most councils still see the economic value in continued
investment in event venues, but with ageing venues and the
increased financial burden of earthquake strengthening, this
may change. Sport New Zealand has not recognised performing
arts as an active recreation until recently.
• Overreliance on gaming funding: Creative New Zealand is
warning arts organisations of a potential 10% decline in arts
funding for 2016-17, due to a decline in lotteries revenue.83
• Increased investment in health: More health investment may
lead to increased opportunities for the industry to address
health issues, particularly for Māori and Pasifika.
• Greater economic focus on Auckland: This could scale back
the available capital for investment in performing arts in other
regions.
BARRIERS TO INDUSTRY TRAINING AND QUALIFICATION COMPLETION
With more than 30% of the performing arts industry being
self-employed, and many working less than full-time hours, the
biggest barriers to training and qualification completion are likely
to be:
• Irregular hours of work and project-based employment
• High numbers of contractors, freelances and volunteers
• Cost of training and assessment.
• Other distractions: Arts and culture is only one of many
competing opportunities available to fill people’s leisure time.
• Digital disruption: Growing numbers of people, especially
young New Zealanders, are consuming arts and culture in
non-traditional ways, including online. This could see reduced
demand for live performances and events.
• Changing demographics: An ageing and diversifying population
may see a call for more age-appropriate and culturally
appropriate dance activities.
• Lack of relevant training.
With a diverse set of occupations and roles in the industry, a key
skills development issue is striking the right balance between
certain skillsets.84 85 These include:
• Technical and practical skills.
• Communication skills across all levels.
• Creative ability with applications in leadership and
management.
• Online learning/assessment: This provides an opportunity
for more cost-effective training and better monitoring and
assessment.
• Mobile technology: The proliferation of tablets and
smartphones creates an opening for forward-thinking
performing arts organisations to reach attendees and
participants in new ways.
• New technology and equipment: Automation and the fast pace
of technological change could drive job losses or changes in
technical skillsets.
NZME, Falling Lotto Spend Cuts Deeply into Art Funding, 2016
Working in performing arts is creative and challenging. You’re always having to think about what’s around you and develop
something new.
Tania Kopytko
It’s wonderful, positive work, but it’s not a workforce where the jobs are out there waiting for you. It’s an entrepreneurial industry
where you’ve got to go out and make work for yourself. So it takes a passion for performing arts, but also that business side, and
that dogged determination – without that you’re never going to go anywhere.
Arts and dance
freelancer
84
Skills Active Workforce Scan 2017
• Digital skills will also be essential to capitalise on increased
business development opportunities in the performing arts
industry. Innovation and entrepreneurship capacity of the
workforce needs to be developed for the industry to continue to
grow in New Zealand.
• Customer management skills.
TECHNOLOGICAL
90 Performing Arts
• Lack of availability for and access to training.
CURRENT AND FUTURE SKILL NEEDS
SOCIAL
83
Because so much of this activity occurs outside the tertiary sector,
there is an argument for an arts ITO that could strengthen the
upskilling capacity of the performing arts industry.
The bulk of activity and training for young people and adults in the
ECONOMIC
• Reduced investment in the arts: Any drop in arts investment
will lead to a reduction in the number of events and productions
delivered by performing arts professionals, and therefore a
contraction in the performing arts job market.
Specialist training in some disciplines is provided by public
universities and polytechnics, as well as by private institutions.
arts happens at community level, through arts businesses (dance,
drama or music studios, both private businesses and sole traders)
or community projects (circus, drama, dance or music projects, or
special training and events for youth, adults or older people).
Alison Viskovic, Stage One Needs Analysis Report for Performing Arts for the Targeted Review of Qualifications, 2013
85
ACNielsen, Skills and Training Needs in the Cultural Sector, 2008
Skills Active Workforce Scan 2017
Performing Arts 91
PART 2:
Workforce
Transformation
in Action
Skills Active Workforce Action Plan
Responses to a changing landscape
High-performing sport, recreation and performing arts industries call for a workforce that is fit for its purpose –
skilled, experienced and motivated. We need our people to have the skills and capability to deliver services that
meet and exceed the expectations of diverse participants, as well as their whānau, friends and communities.
Our goal: New Zealand has a sustainable, skilled and fit-forpurpose workforce in the sport and recreation industries, leading
to productive and sustainable organisations that provide quality
services to New Zealand
92 Performing Arts
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Role and Purpose
1 93
Workforce Transformation
in Action
Purpose of the Workforce Action Plan
Developing an Action Plan that speaks to such diverse industries
is a significant task. Skills Active believes the Action Plan offers
an opportunity for industry stakeholders to work more closely
with us and with each other, to realise workforce solutions that
support the creation of quality sport and recreation experiences
for New Zealanders.
As a result of the intelligence gathered through the Workforce
Scans, Skills Active has identified the following focus areas as the
top priorities for our strategic work programme:
1. Viable career paths: More and better information about
career opportunities in our industries.
2. Valued qualifications: Qualifications that reflect current
and future skill needs, and a clear and concise system for
employers, workers and learners.
3. Skilled and safe workforce: Support for the industry to
become more responsive to public expectations of safety and
service excellence.
4.On-job qualifications accessible to all: A vocational training
system that is relevant and appropriate to the demographics
and trends of our industries (e.g. high staff turnover,
seasonality, young and mobile workforce, volunteers).
5. Staff retained and recognised: Support for industry to reward
and recognise staff, develop future leaders and keep skilled
staff.
Strategic context
The strategic context for the Action Plan is formed by the landscape of the sport and recreation, arts and culture, and education
sectors in New Zealand. There are a number of direction-setting documents which have influenced the development of this work.
WORKFORCE PLANNING FRAMEWORK
Continuing the drive for a dynamic, effective and skilled workforce,
Skills Active, Sport NZ and the New Zealand Recreation Association
have jointly developed a Workforce Development Framework.
The Framework sets out a context within which industry agencies
and organisations can think about current and future workplace
challenges, and puts plans in place to meet those challenges. The
Framework identifies four strategic priority areas:
TERTIARY EDUCATION STRATEGY 2014 - 2019
The Tertiary Education Strategy 2014-2019 sets out the
government’s long-term strategic direction for tertiary
education. The strategy highlights the need to build international
relationships that lift New Zealand’s global competitiveness,
support business and innovation through the development of
relevant skills and research, and improve outcomes for all.
The Workforce Action Plan links with the Tertiary Education
2 Workforce
94
WorkforceTransformation
TransformationininAction
Action
Strategy priorities relevant to Skills Active, which are:
Outcomes
The Community Sport Strategy is designed to deliver a
participant-centred system which increases the uptake of sport
and recreation in New Zealand. The Strategic Plan focuses on
four areas: young people; strengthening the local delivery of sport
(especially in low-participation communities); ensuring traditional
sport pathways remain strong; and driving high-performance
outcomes through High Performance Sport NZ.
Bringing these strategies to life takes an effective and dedicated
workforce, equipped to lead the industry into the future.
The Workforce Action Plan supports the development of this
sustainable, skilled and fit-for-purpose sport and recreation
workforce, powering sustainable and productive organisations
that provide quality services to New Zealand.
• Upskill staff and volunteers, and develop them for future roles.
• Promote the recognition of staff and volunteers.
A fifth priority for Skills Active is national and regional leadership in
workforce development.
LEADERSHIP
National and regional workforce development leadership that supports stakeholders to progress workforce development
and plan for future workforce requirements
Plan for a vibrant
and sustainable
workforce
Information and
research available to
support workforce
development
planning
STRATEGIC PLAN AND COMMUNITY SPORT STRATEGY FOR 2015 - 2020
In 2015, Sport NZ released the Strategic Plan and Community
Sport Strategy for 2015-2020. These strategies aim to respond
to the trends and challenges of the industry and set a course for
increasing participation and making positive change in the lives of
New Zealanders.
• Promote the industry as an attractive career and volunteering
option.
• Plan for a vibrant and sustainable workforce.
Priorities
The Workforce Action Plan outlines the key focus areas for Skills
Active, brought to light by the 2016 and 2017 Workforce Scans,
and sets the direction for our activities over the 2016 to 2018
period.
Industry
organisations
understand current
and future demand
and take a proactive
approach to
workforce planning
Engage and
recruit
Industries have
a coordinated
approach to
recruiting and
retaining staff,
increasing their
workforce capacity
and capability
Critical roles are
filled by highquality people
within appropriate
timeframes
Support and
develop
Reward, recognise
and retain
All stages of
workforce training
and development
are aligned to
industry needs
Workplaces develop
organisational
cultures and systems
that will attract and
grow their workforce
and meet business
and service needs
Sport and recreation
professionals have
the skills required to
perform their roles
and progress in their
careers
Staff and volunteers
feel valued in their
roles
The industry has
a coordinated
approach to address
challenges
• Delivering skills for industry.
• Getting at-risk young people into careers.
• Boosting the achievement of Māori and Pasifika.
• Improving adult numeracy and literacy.
Skills Active Workforce Scan 2017
2016-1017
Skills Skills
ActiveActive
Workforce
Workforce
Scan Scan
2016-1017
2017
Workforce
WorkforceTransformation
TransformationininAction
Action 953
Delivering the Workforce Action Plan
The Action Plan sits within a broader workforce planning landscape. Together the Workforce Development Framework, Skills Active’s
Strategic Outcomes 2016-2018 and the Action Plan give us a clear work agenda. The Action Plan identifies specific industry needs under
the priority areas in these documents, and outlines the steps Skills Active is taking to address those demands.
STRATEGIC CONTEXT
Workforce Development Framework
NZRA | Sport NZ | Skills Active
Skills Active Strategic Outcomes 2016 - 2018
Workforce Action Plan 2016 - 2018
Skills Active
Business Plan 2016
Skills Active
Business Plan 2017
Skills Active
Business Plan 2018
Annual Industry Engagement
Plans
In order to successfully follow through on our Action Plan, it
is important that we pull together the enormous reserves of
experience, skills and intelligence sitting with our stakeholders
and partners.
Success will come from an approach that:
• Considers the changing landscape of our industries.
• Builds strong links with local, regional and national networks.
• Seeks engagement and feedback from multiple perspectives.
• Effectively prioritises actions and sets clear timeframes for
delivery.
• Maximises the knowledge, resources and experience of our
industries.
Being able to draw on the perspectives of our stakeholders and
partners is Skill’s Active’s most valuable asset.
In response to the challenges outlined in the 2015 and 2016
Workforce Scans, Skills Active will establish industry-specific
96 Workforce Transformation in Action
advisory groups in 2017 to provide oversight and expert advice on
the responses proposed by the Action Plan, including feeding into
programme development and broader workforce initiatives.
Skills Active will look to set up industry advisory groups for the
following industry and stakeholder groups:
• Exercise
• Sport
• Community Recreation
• Outdoor recreation
• Snowsport
• Performing Arts
• Māori
• Pasifika.
A summary of our achievements will be communicated to our
industries and will accompany the release of future Workforce
Scans.
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Workforce Transformation in Action 97
Skills Active Workforce Action Plan
2016 - 2018
The following pages outline the actions identified to respond to the 2016 and 2017 Workforce Scans, and sets the direction for our
activities over the 2016 to 2018 period. The Workforce Action Plan is divided into the five priority areas that were identified .
PRIORITY AREA
HIGH LEVEL ACTIONS
PRIORITY AREA 1
A. Developing and providing tools to industry to plan, develop and support careers.
B. Promoting career pathways to encourage ongoing participation by Māori and Pasifika.
C. Developing programmes for schools and other youth that promote engagement in our
industries’ career pathways.
D. Developing and promoting New Zealand Apprenticeship programmes.
VIABLE CAREER PATHWAYS
Skills Active will support the
industries to improve information
about available career
opportunities by:
PRIORITY AREA 2
VALUED QUALIFICATIONS
Skills Active will ensure
qualifications reflect current and
future skills requirements by:
PRIORITY AREA 3
SKILLED AND SAFE
WORKFORCE
Skills Active will assist the
industries to be responsive to the
increased public expectation of
higher standards and increased
safety by:
PRIORITY AREA 4
ON-JOB QUALIFICATIONS
ACCESSIBLE FOR ALL
Skills Active will ensure the
vocational training system is
relevant and appropriate for the
industries by:
PRIORITY AREA 5
STAFF RETAINED AND
RECOGNISED
Skills Active will work with
industry to reward and recognise
staff to develop future leaders
and retain staff by:
98 Workforce Transformation in Action
A. Completing the Targeted Review of Qualifications (TRoQ) across the industries,
resulting in a new suite of relevant qualifications listed on the NZQF, including:
• Responding to the need to ensure qualifications include an understanding of the link
with health and wellbeing.
• Responding to the need to ensure qualifications include outcomes relevant to an
increased use of technology.
• Responding to the need to ensure health and safety requirements are embedded
across qualifications.
• Where there are existing industry awards that are value, align these to the NZQF
qualifications.
B. Carrying out research on the return on investment for workplaces qualifying their staff.
C. Working with international partners to achieve international recognition for our industry
qualifications.
A. Supporting the development of NZQF programmes to produce skilled management and
supervisory staff.
B. Promoting the recognition of qualifications as a benchmark for competency.
C. Providing tools where the industry can manage the currency of employees’ skills
through registration (NZRRP).
D. Providing a service where employers are supported to provide high standards of
operation and quality delivery, and can measure their safety systems against health and
safety requirements (OutdoorsMark).
E. Ensuring workers and management are skilled in health and safety.
A. Supporting Māori and Pasifika to achieve qualifications.
B. Providing varied workforce development solutions that are effective in various sizes
and types of workplaces (programmes, assessment models, support mechanisms and
delivery modes).
C. Providing continuing professional development (CPD) packages, outside the NZQF,
where industry determines a need.
A. Supporting graduation ceremonies to celebrate the achievement of NZQF graduates.
B. Supporting the recognition of star performers through industry award events.
C. Communicating and promoting success stories.
D. Promoting the value of recognising qualified staff with increases in remuneration and
career progression.
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Workforce Transformation in Action 99
Priority Area 1: Viable Career Pathways
Plan for a Vibrant and Sustainable Workforce | Support and Develop | Engage and Recruit
Priority Area 2: Valued Qualifications
Support and Develop
Our industries are experiencing political, economic, social,
technological and demographic change. Therefore, in order to
maximise and retain our current workforce as well as attract new
people, we need a carefully considered plan of attack.
the industry to develop its workforce. We must continue to grow
participation in key groups such as Māori, Pasifika and youth, and
we need to support hard-working and ambitious individuals to
stay in our industry and build fulfilling careers.
Nationally and internationally recognised qualifications that meet
the needs of industry are those that reflect the skills required
now and in future. They need to represent a valued investment for
business owners and their staff.
of our industries. This includes an increased focus on the links
between sport, recreation and health; new applications of
technology; embedding positive health and safety culture; and
alignment, where appropriate, with industry awards.
Accurate and timely information about careers and professional
development is critical to retention and recruitment in our
industry. We also need better knowledge and tools supporting
Outcome: Career information is easily accessible and industry
stakeholders have the right tools for career planning and
workforce development.
NZQA’s Targeted Review of Qualifications process is developing a
suite of relevant qualifications aligned to the changing demands
Outcome: Qualifications are fit-for-purpose and valued by
industries, reflecting current and future needs.
A: Developing and providing tools to industry to plan, develop and support careers
• Develop pan-industry workforce planning tools
A: Completing the Targeted Review of Qualifications (TRoQ) across industries, resulting in a new suite of relevant
qualifications listed on the NZQF
• Develop career profiles and planning tools for staff and workplaces
• Finalise qualifications listed following the Targeted Review of Qualifications
• Continue to deliver existing resources including the Workforce Scan.
• Create shorter, modular learning packages in response to the need for agile and specific upskilling, and explore pricing options for
industry
B: Promoting career pathways to encourage ongoing participation by Māori and Pasifika
• Continue to identify dual recognition qualification opportunities with the industry, where appropriate
• Work with successful Māori and Pasifika workplaces that can serve as role models for industry
• Investigate cross-sector approaches linking health with sport and recreation career pathways
• Develop culturally appropriate career planning tools for Māori and Pasifika
• Develop new technology approaches including more online learning, web-based communities for assessors and trainees, and
competency registers integrated with the Skills Active trainee management system.
• Promote culturally appropriate programmes for Māori and Pasifika.
C: Developing programmes for schools and other youth that promote engagement in our industries’ career
pathways
• Develop career mapping tools for youth and schools
• Take part in appropriate career roadshows to promote sport and recreation careers
B: Carrying out research on the return on investment for workplaces qualifying their staff
• Complete return-on-investment case studies demonstrating the value of on-job training for specific cohorts
• Quantify top line and productivity gains and risk management outcomes for on-job training users.
C: Working with international partners to achieve international recognition for our industry qualifications
• Add to our suite of sport and recreation Youth Awards for school students
• Work with the Ministry of Education to broaden the vocational pathways that transition school students into industry careers.
D: Developing and promoting New Zealand apprenticeship programmes
• Develop relevant and practical apprenticeship programmes for each industry
• Continue existing awareness campaign on the benefits of apprenticeships for individuals and businesses
• Launch an Apprentice of the Year award to promote sport and recreation apprenticeships and careers.
100 Workforce Transformation in Action
Skills Active Workforce Scan 2017
• Consult with other jurisdictions on international recognition for New Zealand awards and qualifications, in order to increase global
portability
• Collaborate with international partners to benchmark learning packages, programmes and resources across borders
• Investigate the market for collaborating with and supplying learning resources to international providers
• Support global standards of practice allowing the overseas registration of New Zealand-trained staff, for example via the
International Confederation of Registers of Exercise Professionals.
Skills Active Workforce Scan 2017
Workforce Transformation in Action 101
Priority Area 3: Skilled and Safe Workforce
Support and Develop | Reward, Recognise and Retain
In the context of a new legislative landscape, sport and recreation
participants and customers expect our industries to prioritise
health and safety. We are supporting sport and recreation
professionals to meet this demand through the development
of skilled managers and leaders, industry-specific health and
safety training, recognition of qualifications as a benchmark for
competency, and a registration system to manage the currency of
employee skills. We also champion high standards of operation
through our OutdoorsMark audit service.
Outcome: Industries can identify, support and grow their own
skilled and competent leaders, managers, supervisors and staff.
A: Supporting the development of NZQF programmes to produce skilled management and supervisory staff
• Develop appropriate health and safety programmes for supervisors and managers
• Develop learning and upskilling packages for leadership staff that are tailored to each industry and follow qualification pathways to
diploma level
• Investigate mentoring and assessment support options for leadership training
• Develop skilled management and supervisory staff by contributing to the Sport NZ leadership framework and developing programmes
to achieve appropriate New Zealand qualifications.
B: Promoting the recognition of qualifications as a benchmark for competency
• Present to industry conferences, educating and promoting the value of qualified staff
• Promote shared messages with industry partners around the value of qualifications and workforce development.
C: Providing tools where the industry can manage the currency of employees skills through registration (NZRRP)
• Work with industry to develop and promote the use of NZRRP, and increase understanding of the purpose and benefits of NZRRP and
ActiveCV
• Integrate web platforms, linking tools like NZRRP, ActiveCV, and online career tools.
D: Providing a service where employers are supported to provide high standards of operation and quality
delivery, and can measure their safety systems against health and safety requirements (OutdoorsMark)
Priority Area 4: On-Job Qualifications Accessible to All
Support and Develop
Vocational training must be designed with users in mind. Skills
Active is building workforce development solutions that meet
the needs of a wide-ranging industry that includes small and
medium enterprises, non-profit organisations, niche businesses
and large employers. We are consulting with industry to develop
responses such as off-job learning solutions, tailored programmes
for Māori and Pasifika, and other culturally appropriate workforce
approaches for the full spectrum of sport and recreation in New
Zealand.
Outcome: All organisations can access and engage with onjob training that meets organisational needs and the needs of
individual staff.
A: Supporting Māori and Pasifika to achieve qualifications
• Co-design mentoring and pastoral care schemes, community and whanau-based pilots, and other initiatives that will support
qualification completion.
B: Providing varied workforce development solutions that are evective in various sizes and types of workplaces
(programmes, assessment models, support mechanisms and delivery modes)
• Refine our local government qualification strategy and align career pathways with organisational needs;
• Develop on-job training resources for use in small businesses and non-traditional work settings, for example within the fitness
industry;
• Build a pan-industry full-service model that can be tailored to the needs of different workplaces, environments and assessment
practices;
• Work with tertiary providers to create access to off-job and theory-based learning for our higher-level qualifications including First
Line Management and the theory components of apprenticeships; and
• Through market research, examine the workforce development needs of a diversifying New Zealand population.
C: Providing continuing professional development (CPD) packages, outside the New Zealand Qualifications
Framework, where industry determines a need
• Explore demand and pricing for shorter, modular learning packages providing specific learning and development solutions for
industry.
• Continue to develop and grow OutdoorsMark, providing a responsive and fit-for-purpose audit service for adventure activities
operators
• Update OutdoorsMark systems to deliver seamless service provision and monitoring
• Expand the scope of OutdoorsMark to include a wider range of sport and recreation operators
• Explore the qualification needs of the industry relating to safety auditing.
E: Ensuring workers and management are skilled in health and safety
• Embed foundational health and safety into programmes
• Investigate the development of a health and safety Level 4 programme jointly with Sport NZ
• Embed health and safety training into new management qualifications.
102 Workforce Transformation in Action
Skills Active Workforce Scan 2017
Skills Active Workforce Scan 2017
Workforce Transformation in Action 103
Priority Area 5: Staffed Retained and Recognised
Reward, Recognise and Retain
To recruit good people into our industries, hold onto them and
develop them into future leaders, we must make sure staff feel
valued. This means increasing the recognition of trainees through
graduation events, celebrating success stories, and putting the
spotlight on outstanding achievement through industry awards. It
is also vital for organisations to understand the value of qualified
staff, and reflect that value through increased remuneration and
career progress that recognises and retains bright stars.
Outcome: Staff feel valued and choose to build longstanding
careers in our industries.
A: Supporting graduation ceremonies to celebrate the achievements of NZQF graduates
• Support and promote industry training graduation ceremonies, recognising recent graduates.
B: Supporting the recognition of star performers through industry award events
• Develop a pan-industry award and recognition framework of events and rewards at all levels including trainees, apprentices,
assessors, managers and workplaces
• Explore the development of specific awards for certain types of stakeholder, such as young graduates, small and medium businesses,
large businesses, and Māori and Pasifika organisations and trainees.
C: Communicationg and promoting success stories
• Identify a range of participants and groups with positive industry training experiences and achievements, including Māori and
Pasifika, younger trainees, older trainees, small businesses, community providers, large organisations, and career changers
• Work with individuals and organisations to communicate their success stories externally
• Use marketing, mainstream media, niche media and social media to promote industry success stories.
D: Promoting the value of recognising qualified staff with increases in remuneration and career progression
• Conduct market research to demonstrate the connection between qualified sport and recreation staff and improved business
outcomes
• Promote case studies where qualifications have led to increased incomes and career progress for individuals
• Raise awareness of the career progression benefits that New Zealand Apprenticeships deliver for workplaces and staff
• Work with specific organisations to link qualification achievement to performance management systems.
104 Workforce Transformation in Action
Skills Active Workforce Scan 2017
Skills Active
Sport & Recreation Industries Workforce Scan 2017
0508 4SKILLS (475 4557)
www.skillsactive.org.nz
Sport &
Recreation
Industries
Workforce
Scan 2017